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“A STUDY ON FACTOR AFFECTING
ABSENTEEISM”
[A STUDY UNDERTAKEN WITH 70 RESPONDENT (OPERATIVE
EMPLOYEE) OF NIF GROUP OF INDUSTRY, NAVSARI. ]
A
RESEARCHER DISSERTATION
SUBMITTED TO
SMT. S. J. PATEL & SMT K. K. PATEL
DEPATRMENT OF SOCAIL WORK
SARDAR PATEL UNIVERSITY
VALLABH VIDHAYNAGAR
IN
PARTIAL FULFILMENT OF THE REQURIEMENT
FOR THE DEGREE
OF
MASTER OF SOCIAL WORK
RESEARCH GUIDE: RESEARCHER:
MS. SHIVANI MISHRA JASHMINA N. CHAUDHARY
EXAM NO
I.D. NO.
PREFACE
With the changing Industrial landscape of the country the growth of new Industrial
township & the dispersal of captivity, a process of “ Industrial culturailisation” of
workers has set in new working class have come into being & old ones are expanding.
The National commission on labour has observed “In the new trend of industrial”- many
labour problems are recorded. ‘Absenteeism’ is one of the ever present problem of the
organization. Absenteeism when an employee fails to attend work, when he is expected to
attend, he may be regarded as absent.” When an employee stays away from work and
fails to inform the management about his intention of staying away, he would be regarded
as absent.
The problem area on which this research work is focused related to “Absenteeism”. I am
motivated to take this topic, as research work because Absenteeism is burning problems in
Industry, Which is one of the major problems and an issue affecting adversely employees,
organization, nation and others in the society. Thus the Absenteeism in Indian industries
is a complex socio-economic problem.
“Absenteeism” is a very critical issue of industrial relation and has many important facts
to be studied and focused. Absenteeism pattern among the workers followed every year.
The related factors to the Absenteeism like Personal factors, Family problems, Social &
religions factors, Health factors, Working condition, welfare facilities, working hours
etc… when the management side affected factors like very strict policy, average
relationship between employer and employee are play very important role in increase the
rate of absenteeism.
To carry the study of a Absenteeism among worker are very important to
improve the productivity of the management and labour.
In presenting in this study researcher try to focus on to know about the reason of
the Absenteeism in the Industry.
Jashmina N. Chaudhari.
(2009)
ACKNOWLEDGEMENT
I, Jashmina N. Chaudhari, student of master of social work take this opportunity. I
would like to express my gratitude and profound thank to management of NIF group of
Industry, Navsari . Who granted me permission for data collection and summer training .
This was indeed a golden opportunity for me to work with them and learn the important
aspects.
I express my gratitude to my research guide respected Ms. Shivani Mishra who
constructively guided me in every phase of my study and assisted and supporting in the
overall completion of this Dissertation.
I would like to very much thank to Mr. Vijay Kansara the general manager of NIF
group of Industry for granting me permission and guided me.
I express my profound gratitude to Mr. Sanjay Talwekar, HR Officer (personnel
Department) who helped me and guided me to carry on data collection and research work
in their Industry. Under whose guidance & co-operation I would achieve my goal.
I am also thankful to the management and all concerned officer and respondent of
NIF group of Industry, without those co-operation this study could not have been
possible.
Lastly, I would like to thank to department of social work and all respective staff
member and my friends who co-operation and support me.
Jashmina N. Chaudhari.
INDEX
SR.NO CONTENT PAGE NO
1 PREFACE
2 ACKNOWLEDGEMENT
3 LIST OF TABLES
4 LIST OF GRAPHS
5 CHAPTER I – INTRODUCTION
6 CHAPTER II - REVIEW OF LITERATURE
7 CHAPTER III - RESEARCH METHODOLOGY
8 CHAPTER IV- RESEARCH SETTING
9 CHAPTER V - DATA ANALYSIS AND
INTERPRETATION
10 CHAPTER VI - FINDING, CONCLUSION,
RECOMMENDATION AND PLAN OF ACTION
11 ANNEXURE- INTERVIEW SCHEDULE
12 BIBLIOGRAPHY
LIST OF TABLE
TABL
E.NO
TITLE PAGE
NO
SECTION-1 PERSONAL INFORMATION
1 Showing Age-wise distribution of respondent’s.
2 Showing Religion-wise distribution of respondent’s.
3 Showing Marital status of the Respondent’s.
4 Showing Distribution of respondent’s based on education.
5 Showing Distribution of respondent’s based on Length of service.
6 Showing Distribution of respondent’s based on Nature of Service.
7 Showing Distribution of respondent’s based on Place of Residence.
8 Showing Distributions of Respondent’s According to Family Type.
9 Showing Distribution of Respondent’s According to Relation with
family member.
SECTION-2 FACTORS RELATED TO JOB
10 Showing whether respondent’s satisfaction with the work place or
not.
11 Showing whether respondent’s satisfaction with the present Income
or not.
12 Showing whether respondent’s inform their superior before taking
leave or not.
13 Showing if one of the staff member is absent in the department which
kind of problem arise.
SECTION-3 WORKING CONDITION
14 Showing respondent’s likeness regarding working environment.
15 Showing respondent’s relations:
A. With their supervisor
B. With their co-worker
16 Showing whether respondent’s get good guidance & response from
their supervisor or not.
17 Showing whether respondent’s get good guidance & response from
their supervisor or not.
18 Showing whether respondent’s remain absent effect their interest in
work or not.
19 Showing which type of facilities available for worker.
20 Showing whether respondent’s are satisfied with the facilities
provided to them or not.
SECTION-4 TRANSPORTATION
21 Showing whether respondent’s face any kind of problem while
reaching the work place or not.
SECTION-5 HEALTH
22 Showing whether respondent’s attend their work when they are sick
or unhealthy or not.
23 Showing whether respondent’s suffer any illness during the last one
year or not.
24 Showing whether respondents attend their work when any of their
family members is sick or not.
25 Showing whether respondent’s any family member suffered from any
kind of major or minor illness during the last one year or not.
26 Showing whether respondent’s do any surgery or accidental surgery
during the last one year or not.
SECTION-6 ACCCIDENT
27 Showing whether respondent’s remained absent due to any accident
during the last one year or not.
28 Showing whether respondent’s any family members suffered from
any accidents & has their caused they remain absent from work or
not.
SECTION-7 SOCIAL FACTOR
29 Showing whether celebration of any festival affected respondents
present at the factory during the last one year or not.
30 Showing whether respondent’s marriage ceremony affected their
present in the factory during the last one year or not.
31 In the past one year was there occasion or instance where in your
remain absent due to guest.
SECTION-8 ECONOMIC FACTOR
32 Showing respondent’s what to do in case of financial crisis.
33 Showing whether respondent’s have any part time job or business or
agriculture or not.
34 Showing whether respondent’s family have own any piece of land?
Or involved in any kind of seasonal job or not.
SECTION-9 OTHER FACTOR
35 Showing whether respondent’s take visit their native place during
festival days or holidays or not.
36 Showing whether respondent’s drink alcohol or not.
37 Showing whether respondents feel burden of work or not.
38 Showing whether respondents have sufficient knowledge of their
work or not.
39 Showing respondent’s reason of absence.
40 Showing whether respondent’s absenteeism due to stress or not.
INTRODUCTION
Absenteeism is one of the major human problems of the day in industrial. It affects the
cost of production, and creates problems in achieving production targets and of securing
accelerated economic growth. Absenteeism is a social malady in an industry which
disrupts work schedules, imposes extra burden on co-workers, reduces efficiency in
labour productivity and lowers worker’s morale. In a planned economy, absenteeism
creates hindrances in production targets, profit prospects, investments and incentives to
working class. The first and foremost question therefore, is to understand the concept of
Absenteeism.
The word absenteeism signifies the absence of an employee from work when he is
scheduled to be at work, it is unauthorized, unexplained, unavoidable, and willful absence
from work. Absenteeism has also been defined as the failure of workers to report on the
job when they are scheduled to work, for example when their names are actually on the
pay rolls of the organization. K.N.Vaid opined that the definition adopted by the Labour
Bureau and other authorities are not acceptable because of defective use of tool for its
measurement. The efficiency and experience of worker is affected by the rate of
absenteeism and labour turn over. The Production of an industry largely depends upon the
efficiency and experience of its worker. Hence it is very important to analyze and control
absenteeism and labour turn over. Absence is complex phenomenon. The increasing inter-
dependence of the people with key skills to be replaced by others even on temporary basis
during absence. Loss to employer is still grater as both discipline & efficiency suffers. It
gives rise to many industrial labour & social problems. It also reflects the attitude of the
worker towards industrial life.
Absenteeism is a very critical issue of industrial relation and has many important facts to
be studied and focused. Absenteeism is a symptom of worker’s dissatisfaction to work in
the organization. It may be either because of management attitude such as quality of
supervision and behavior of the supervisor, size of the department or nature of work. The
reasons may be because of workers self-illness, difficulty of transportation or full\filament
of religious rituals.
There are two type of Absenteeism;
1. The Rare absentee, where an employee remain absent only in unavoidable and
uncontrollable reasons.
2. The Chronic absentee, where the employee is habitual to remain absent from work,
and. The chronic absentees are considered to be strange variety of human beings whose
different work behaviour arises in an entirely different way from that of regular workers.
Some trace this behaviour to poverty and others to biological weakness or feeble-
mindedness.
1. CHRONIC ABSENTEEISM
Human resource managers also grapple with problems posed by workers who are
chronically absent. The legal right of employer to discipline employees who are
chronically absent is firmly established; employers must first, however, make such
employees aware of the problem and give them a chance to improve. Some companies
have implemented a surprisingly simple solution to the problem of chronic absenteeism:
they have the worst offender counsel each other. In one research study patterned after
drug and alcohol abuse programs, a company paired valued employees who had absence
problems with each other. If one felt like skipping work, he or she was encouraged to call
the buddy to talk it out.
During the study, the employees absence rates dropped by nearly 50 percent. Once
they stopped participating in this absence-intervention program, their absence levels
increased, but they remained lower than they had been before peer counseling. Employees
who participated in the study found that they could talk freely with each other about the
reasons behind their absences. The buddy would help talk through the problem, and
encourage the wavering employee to return to work. Absence-intervention programs have
also revealed that absentee workers have little idea how much time they were really
missing from work. They knew they were taking “too much” time, but until the buddy
started tracking it for them, they were unaware of how their absence was affecting the
company.
Similarly, companies are increasingly aware that, by understanding the cause of
absenteeism, the phenomenon can be reduced to its lowest possible level. Additionally, a
worker’s family status is a key predictor of absenteeism. Employees with children,
particularly single parents, are far more likely to be absent than those without children. As
such, future absence-management policies will most likely include the concept of paid
time off coupled with improved family health, children care/elder care, and other
programs designed to improve the quality of employees’ live and relieve some of their
family and other network responsibilities.
DEFINITIONS & CONCEPT
AS Following are some definitions of Absenteeism
ABSENCE:
The fact of being away from one’s position while scheduled to be on duty.
ABSENTEE:
A person who fails to report to work when scheduled to do so.
Voluntary non attendance at work, without valid reason. Absenteeism means either
habitual evasion of work, or willful absence as in a strike action. It does not include
involuntary or occasional absence due to valid causes, or reasons beyond one's control,
such as accidents or sickness. See also attendance management.
Meaning of Absenteeism
The state of being absent, especially frequently; the practice of an absentee. The practice of absenting one's self from the country or district where one's estate
is situated.
- Webster's Unabridged Dictionary (1913)
Absenteeism voluntary and involuntary absence from work of the failure of
worker to report on the job when they are scheduled to work. Considerable difference in
interpretation of absenteeism is difficult. In an effort to improve comparability,
statisticians suggest that the term should not include absence due to holiday, strikes or
termination of employment. Absenteeism is higher in time of full employment than in
periods of low demand for labour. Some of the leading industrialist has defined.
Absenteeism as:
The failure of worker to report to work he is required to do so.
The worker who stops attending work at the factory site without informing the authorities
of his absence till he is removed from the service or resigns.
From his job.
The worker is marked absent if he goes late for five times in a month. This may vary from
industry to industry. This however comes under force absenteeism.
“The failure of a worker to report for work when he is schedule to work”.
The Factories Act,1947
The concept of absenteeism rate indicates the sum total of time lost due to all type
of leave and unauthorized absence. Authorized leave includes proper vacations, sickness,
accident, casual leave or recognized over-stay and any other absence condoned by the
employers before or after the fulfillment of leave. Unauthorised absence includes all those
cases where work is available, the worker knows about it but fails to report for duty and
the employer has no prior information for the worker’s failure. Absences may also be due
to strikes and lock-outs (both the legal and illegal) and lay off. Absenteeism rate indicates
more or less unavoidable Some loss either by authorised or unauthorised absence at a
given point of time. Is absenteeism means:
Absence from the duty in the following cases - should be include in absenteeism.
1) If employee is on CL/SL/EL - should be include in absenteeism
2) If employee in on Official Duty - should be include in absenteeism
3) Without Pay - should be include in absenteeism
Worker: This term covered all persons who were defined as workers in the Factories Act,
1948, i.e., all persons employed directly or through any agency, whether for wages or not,
in any manufacturing process or in cleaning any part of machinery or premises used for
manufacturing process or in any other kind of work, incidental to, or connected with the
manufacturing process or the subject of manufacturing process. Thus, the term ‘worker’
covered those workers who were directly employed by the factory/establishment and
those who were employed through contractors.
Absenteeism; for purposes of the survey, the term ‘Absenteeism’ was defined as
the failure of a worker to report for work when he was scheduled to work.
Absenteeism consists of days not at work, being late and taking excessively long
breaks: Guinness (5th Edition)
Absenteeism is the term used to describe the fact of an individual's missing his or her
regular daily activity. For adults, absenteeism generally refers to individuals' absence
from their jobs. In analyses of the indirect costs of all illness, all days of absence from
work attributable to sickness are included in calculating the absenteeism component of
indirect cost. In analyses of the indirect costs of specific illnesses or unhealthful behaviors
like cigarette smoking, the productivity loss of interest is that associated with excess.
Absenteeism due to the disease or condition at issue. The essential word here is "excess."
Nearly all workers experience some days of absenteeism during the course of the normal
work year. However, workers who suffer from specific acute or chronic illnesses are
likely to miss more work days than usual. It is these extra days of missed work that create
the lost productivity calculated as an indirect cost of specific illnesses.
The costs associated with absenteeism are estimated by multiplying the number of days of
absenteeism by the best measure of workers' contribution to productivity: their daily wage
rate. In the case of conditions that are distributed among the population reasonably
independent of people's age and occupational status, an average wage rate for the
population as a whole may be applied. In the case of many illnesses, however, the
distribution of the conditions is not independent of age and occupation. In these instances,
analysis attempt to associate age-and occupation-specific wage rates with the days of
work missed due to morbidity or disability. For example, were one interested in assessing
the costs associated with back pain, one of the most common causes of work loss in
America, one would emphasize wage rates paid to industrial and other blue-collar workers
whose jobs require them to lift and move heavy objects. An analysis of the social costs of
breast cancer, a disease that afflicts primarily women, would utilize wages earned by
women in calculating the burden of absenteeism attributable to the disease.
Not all disease-related work loss occurs among paid workers. Conditions that afflict
people caring for their children or cleaning their homes also impose costs on society. A
complete estimate of the burden of disease must account for absenteeism in this sector of
the society as well. Formal analyses often include unpaid work loss by multiplying days
lost by what economists call a "shadow price," an estimate of the value of the unpaid
labor performed. For example, unpaid child care may be valued at the wages of paid day-
care providers. Similarly, housework time lost may be valued by the wage rate of paid
domestic house cleaners.
Although there is no argument about whether absenteeism imposes a significant cost on
members of society, economists and public health analysts frequently differ on whether
they consider such absenteeism a social cost. To public health analysts, illness-and injury-
related absenteeism represents a burden on society as a whole, a social cost of enormous
proportions. In contrast, to economists such productivity losses represent primarily private
costs borne directly by the sick and disabled workers and their families, not the broader
society. How one classifies such costs is not merely an academic exercise. Certain public
health policies, such as the taxation of cigarettes and alcoholic beverages, are based in
part on determination of the social cost of the consumption of these products. If the cost to
society is deemed large, a high tax may be warranted to signal smokers and drinkers that
the implications of their behaviors burden the rest of society, not merely themselves.
However this argument is resolved, no one challenges the notion that illness-and behavior
related absenteeism constitutes an important element of the burden of disease.
CAUSES OF ABSENTEEISM
Absenteeism is not a single problem, it inheres many problems in itself. It is a symptom of
a complex disease in an industry. The phenomenon of absenteeism has been explained the
various ways. According to one line of thought, absenteeism is due to a lack of
“commitment” on the part of work force. Clark kerr and his association are of the opinion
that since “the degree if the commitment varies with the degree of a country’s industrial
growth or maturity, absenteeism is inversely related to industrial development….The
worker in the process of the early stages on industrialization is more prone to
absenteeism, prolonged and sporadic withdrawal from industrial work, wildcat stoppages,
naked violence, and destruction of machines and property. Absenteeism is due to the
factors that influence a worker’s commitment”. The principal causes of absenteeism of
industrial workers in present day time are not the same.
GENERAL CAUSES OF ABSENTEEISM
Maladjustment with factory conditions:-
As a worker continues to live in the city, urban life becomes distasteful to him because of
the in sanitary condition prevailing there. He finds himself caught within great factory
walls; he is bewildered by heavy traffic, by jostling, by stranger speaking different
language; he is confused by different religions and tastes; and he is weary of the misery of
slums and of toiling for long hours. He is subject to strict discipline and is ordered by
complete stranger to do the things which he cannot understand. As a result, he is under
constant strain, which cause him serious distress and impairs his efficiency. All these
factors tend to persuade him to maintain his cont
Sickness:-
Sickness is the main cause and is responsible for a considerable part of absenteeism.
Most of our industries are not paying attention towards the maintenance of hygienic
condition. So sickness is a common problem for working population in developing
country like India.
Rural Ties:-
In Indian industries most of the labour force is of migratory character. They come
from rural places to urban industrial area in search of livelihood. Indian worker is still a
part time peasant. It has been noticed that the workers go back to their village at the time
of the harvesting and sowing of the crops. Besides their visit to the village home is
frequent and hence increases the rate of absenteeism.
Shifts:-
The night shift is also one of the causes of absenteeism. As it is difficult to work in
night shifts as compared to day shifts, and also the other cause behind it is that one prefers
to remain at home with family, and also discomfort faced in night duties results in a
greater percentage of absenteeism during night shifts.
Accident:-
An industrial accident is another cause of absenteeism in heavy industries. Accident
is a common affair with worker. In case of hazardous nature of job, the accident occurs
more frequently, which leads to higher rate of absenteeism. Improper safety provisions,
lack of concentration, lack of training are some common reasons of accidents. In some
cases fear to work in certain type of work that involves chances of accidents.
Social and Religion Ceremonies:-
Social and Religion functions diverts workers from work to social activities. On
all plants absenteeism is high during local festivals irrespective of whether the workers
are from rural areas or not. As Aristotle has rightly said, `Man is a social animal` he likes
to form social groups and celebrate various social and religious functions. Since workers
like to stay with their families on such occasions hence they go back to their village for
short period. The workers who are related to political party and social institution as an
active member always remain absent during election, meeting.
Unhealthy working Condition:-
Irritating and intolerable working condition exist in factories. Heat and moisture
(which rapidly exhaust the worker), noise and vibration in the factory9which affect the
hearing), bad lighting condition (which causes of eye-strain), problems of dust, fumes,
overcrowding. All these affect workers health causing him to remain absent work for a
long time.
Absence of adequate welfare facilities:-
Absenteeism is also due to the inadequate welfare facilities available to the
worker, for a vast majority of industrialists in India still look upon welfare work as a
barren liability rather than a wise investment. The national commission on labour
observes:” The statutory welfare amenities have not been properly and adequately
provided. In several cases, particularly in medium and small sized units, the standards are
distinctly poor. The studies made by some state in respects of the different component of
the welfare include sanitation, washing and bathing facilities, first aid appliances,
ambulance rooms, drinking water, canteens, rest rooms, and crèches, which strengthen the
general impression that compliance with statutory welfare provisions is half-hearted and
inadequate.” Fed up with the absence of basic facilities, the worker often migrates to his
rural home.
Industrial fatigue:-
Low wages compel a worker to seek some part-time job to earn some side income.
But this often result in constant fatigue, which compel him to remain absent for next day;
and if fatigue affects him seriously, his absence may continue for quite some time.
Beldamus and Behrens observed: “ owing to cumulative fatigue , the number of absentees
in a factory should be expected to increase through Monday to Friday if in reality the
opposite happens, factors other than fatigue or working condition may be involved,
notably morale.
Indebtedness:-
Most of the worker suffers from a high degree of indebtedness. Premchand and
Ramprakash found that “ a worker had borrowed more than 11 times his net pay; another
more than time 9 time; a third more than 8 times; a fourth one more than 7 times; yet
another more than 6 times, and so on….. This is the general case in Indian industry.
Workers are always worried about financial matter.” Such worker absent themselves or
even resign to escape the pathan moneylenders. As a result absenteeism is high.
Improper and Unrealistic Personnel Policies:-
In most case, unskilled, untrained, illiterate and inexperienced worker are recruited
who fail to cope with, and adapt themselves to their job and industrial environment.
Favouritism and nepotism are rampant. These factors generate a frustration in the mind of
worker which results in low efficiency, low productivity and unfavourable employee-
employer relationship which in turn, lead to long period of absenteeism.
Inadequate leave facilities:-
Negligence on the part of the employer to provide adequate leave facilities
compels the workers to fall back on E.S.I. leave. Under E.S.I. scheme, they are entitled to
56 days’ leave in a year on half pay. Instead of going without pay, the worker avail
themselves of this E.S.I. facility. Supervisor with a work oriented rather than man
oriented approach are also a factor which compels worker to absent themselves on an
E.S.I. certificate rather than avail of the leave on bonafide grounds.
Misbehaviors of Supervisor:-
The worker expects normally a good and respectful behavior from their
supervisors. It is the single factor in the development of sense of belonging and good will
on the part or worker. In many instances it is found that supervisors behave rudely
towards the workers. The workers prefers to remain at home rather reporting to duty and
falls victim too the harsh treatment.
Transportation:-
Rate of absenteeism is higher in those factories where transport facilities are not
easily available.
Nature of Job:-
Rate of absenteeism is mainly depending upon the nature of the job. If the nature
of the job is tough, cumbersome or monotonous naturally it will lead to higher rate of
absenteeism.
Working Hours:-
The long hours of works also affect the workers efficiency and their sickness rate
and hence absenteeism rate is increase.
Alcoholism:-
The habit of alcoholism among workers is a significant cause of absenteeism. Analytical
studies those to degrees individual bad habits are responsible for absenteeism in Indian
Industries.
THE COST OR EFFECT OF ABSENTEEISM
Unauthorized and willful absenteeism will pose greater problems not only to the absentee
but also to other employees, employers and the organization which employs these
workers.
"Unscheduled absences hurt," wrote M. Michael Markowich in a summary of an article he
wrote for the September 1993 issue of Small Business Reports. "Most sick leave policies
foster a 'use it or lose it' mind-set, and employees feel entitled to a certain number of sick
days." Markowich went on to note that a survey of 5,000 companies conducted by
Commerce Clearing House Inc. (CCH Inc.) found that unscheduled absences cost small
businesses, at that time, $62,636 a year, on average, in lost productivity, sick time, and
replacement costs.
Indeed, absenteeism can take a financial toll on a small business (or a multinational
company, for that matter) in several different respects. The most obvious cost is in the
area of sick leave benefits—provided that the business offers such benefits—but there are
significant hidden costs as well. The SOHO Guidebook cites the following as notable
hidden cost factors associated with absenteeism:
Lost productivity of the absent employee
Overtime for other employees to fill in
Decreased overall productivity of those employees
Any temporary help costs incurred
Possible loss of business or dissatisfied customers
Problems with employee morale
Indeed, Attacking Absenteeism author Lynn Tylczak contended that excessive
absenteeism, if left unchecked, can wear on a company in numerous ways.
"[Absenteeism] forces managers to deal with problems of morale, discipline, job
dissatisfaction, job stress, team spirit, productivity, turnover, production quality,
additional administration, and overhead. To summarize: You don't have an absentee
problem. You have a profit problem."
The losses caused by absenteeism can be put briefly as under:
Disturbing manpower planning.
Disturbing work schedule.
Creates stress for supervisor in terms of administration of finding substitute & for
time office staff’s time, energy & resources wasted on making & maintaining
these records.
It causes production losses in terms of quality and quantity.
Earnings are reduced to the organization.
Dislocation of work, production capacity is lost or under-utilization due to under-
staffing.
If process is inter-dependent in the modern industries it creates bottle necks in
production.
Increased labor cost in terms of overtime payment.
Cost of training.
Losses to workers:
Financial losses: reduced wage, intensives, bonus, and payments.
Loss in skill & efficient.
Habitual absence causes general morale degradation.
Stability of works affected.
Losses in general:
In general, any absence weakens the companies’ goals and productivity as whole.
There are also some other cost of absenteeism are;
Decrease in productivity
Employee may be carrying an extra work load or supporting new or replacement
staff.
Employee may be required to train and orientate new or replacement worker.
Staff morale and employee service may suffer.
Financial costs
Payment of over-time may result.
Cost of self-insured income protection plans must be borne plus the wage costs of
replacement employees.
Premium cost may rise for insured plans.
Administrative costs
Staff time is required to secure replacement employees or to re-assign the
remaining employees.
Staff time is required to maintain and control absenteeism.
RESOLVING APPROACH
Reducing the High cost of Absenteeism
Employer pays a high price for absenteeism, often more than they may realize, in term of
both financial and production losses and employee morale. Managers may view the tasks
of finding a substitute employee as a shorter inconvenience; however, absenteeism
frequently has more serious long-term effects. Employers can, nevertheless, ensure that
employees report in regularly and remain on the job.
Before employers can determination the best way to combat absenteeism, they must
identify the organizational and individual factors that contribute to the problem. Among
the most common potential problem areas employers need to explore are the following:
Job satisfaction:
Employee who like their job are more likely to come to work than those who find work
unstimulating.
Work attitude:
Some employees come to work no matter how sick they feel, while other call in sick no
matter how well they feel.
Company culture:
If management’s attitude is lax and absenteeism is accepted as a normal practice, the
organization’s culture may have to be changed before attendance can be improved.
Excessive rates of sick leave:
As some insurance companies are now doing, employers need to monitor sick leave rates
reward employees who use fewer sick leaves.
Change Management Style:
We are all aware of the fact that when employees call in ill, it does not mean they are
truly too physically ill to work. One reason, outside of illness, that employees are absent
is stress, and the number one reason employees are stressed has to do with their
relationship with their manager/ supervisor.
Management styles that are too authoritarian tend to promote high levels of absenteeism
among employees. Authoritarian managers are managers who have poor listening skills,
set unreachable goals, have poor communication skills, and are inflexible. In other
words, they yell too much, blame others for problems, and make others feel that it must
be their way or the "highway." Authoritarian managers tend to produce high absenteeism
rates. By identifying managers who use an authoritarian style, and providing them with
management training, you will be taking a positive step not only toward reducing
absenteeism, but also reducing turnover, job burnout, and employee health problems
such as backaches and headaches.
Change Working Conditions:
The employees in your company probably work in a well-lighted climate controlled
building. The working conditions referring to relate to coworker relationships. Not only
does relationship stress occur between the employee and manager, but it also exists
between employees. These employees usually report they just could not deal with "so
and so" today, so they called in ill. Companies that adopted policies and values that
promote employee respect and professionalism, and promote an internal conflict
resolution procedure, are companies that reduce employee stress. A reduction in
employee stress reduces employee absenteeism.
Provide Incentives:
Giving employees incentives for reduced absenteeism is not the same as rewarding or
giving employees bonuses for reduced absenteeism. An incentive provides an employee
with a boost to their motivation to avoid unnecessary absenteeism. It simply helps the
employee decide to go to work versus staying home and watching Jerry Springer.
The types of incentive programs used by companies are numerous. Some companies
allow employees to cash-in unused sick days at the end of every quarter, others give an
employee two hours of bonus pay for every month of perfect attendance; and still others
provide employees with a buffet lunch, a certificate of achievement, or even a scratch-
off card concealing prizes. The type of incentive program that your company uses
should be one created especially for your company. You can create an incentive program
tailored to your unique company by allowing employees to help you develop the
incentive program. For example, your employees may not care about receiving a $25.00
U.S. saving bond for perfect attendance, but they might respond very well to being able
to leave one hour early on Friday if they have perfect attendance all week.
The duration of the incentive program is also very important. Once again allow your
employees to help guide you to determine the length of time between incentives. Some
companies find that they can simply reward employees with perfect attendance once a
year, while others decide once a month is best, and still others decide once a week works
best. The general rule of thumb is to reward workers more frequently the younger they
are and the more difficult the work is to perform. Also, it is best to start with small
incentives and work up to larger ones if necessary.
Develop an Attendance Policy:
Every company should have an attendance policy. An attendance policy allows a
manager to intervene with an employee who is frequently absent. Besides stress as a
primary reason for employee absenteeism, other causes relate to alcoholism, domestic
violence, and family problems. If you confront an employee about his or her frequent
absenteeism, and they inform you it is due to personal problems, consider referring the
employee to an Employee Assistance Program (EAP).
REMEDIAL MEASURES FOR REDUCING ABSENTEEISM
Remedial measures are discussed under the three categories, discussed above viz.
organization, environmental and personal. Under-each category, we have both short-term
steps and long term steps. Some of these are listed here:
(1)Organizational Remedies:
Each organization is unique. Hence it is not possible to suggest a uniform system of
remedies. However, certain broad assumption is made, based on which some suggestion
are given here.
Carry out periodic collection of data on absenteeism and analyze them to find
out the trend of absenteeism. Find out its trend analysis on trade wise, sex-wise
and age-wise for further studies.
In order to find out cause, carry out “Morale” or “Attitude survey” and identify
among others the following.
Causes and correlation of absenteeism.
Gap between employees’ expectation and reality.
Level of job-satisfaction of employees.
Introduce suggestion scheme and obtain employees view points for reducing
absenteeism.
Improve supervision and communication.
Introduce incentive scheme like “attendance bonus” (short-term positive step)
Improve working condition (long-term)
Improve safety, health and welfare services (long-term)
Impose penalty/ punishment /fines for absence (short-term negative step)
Improve organizational climate/culture (long-term)
Increases quality of work life (QWL) of employees (long-term)
Introduce flexi-timing if feasible.
(2)Environmental Remedies:
While organization as such, has little say on the “socioeconomic” and “cultural-religious”
aspects which contribute to absenteeism, certain steps can be done to improve QWL. It
however depends on the type, nature and resource available by each industry.
Provide campus/quarters and housing facilitates on hire-purchase basis.
Improve hygiene of living quarters.
Provide reasonable health care/hospital facilities.
Provide services like subsidized canteen, transport and schools.
Organize religious/cultural festivals and facilities including
temples/churches/mosques within the campus.
Propagate family welfare scheme and virtues of maintaining small family.
Organize sports and other recreational and entertainment facilities.
(3)Personal Remedies:
While nothing much can be done on changing biographical factors which might influence
on absenteeism, development of positive attitude among the workers can improve their
attendance. Other aspects to reduce absenteeism are listed below.
Increase intrinsic motivation.
Identify “chronic absentees” and attend to them individually.
Carry out counseling of individuals, identified as “chronic absentees” and those
exhibiting signs of “mental illness”.
Introduce participative management system by discussing problem regarding
absenteeism and arriving at remedial steps in consultation with employees.
Introduce both positive steps (incentive bonus for better attendance) and
negative steps (disciplinary action like fine).
Take preventive steps to avoid accidents and excessive drinking (alcoholism).
Provide permanent “counselors” to carry out individual counseling.
CONCLUSION
Absenteeism is one of the socio-economic evils of the industrialization. Its control and
management is necessary for the accelerated growth of production and development.
Absenteeism affects not only concerned employees and employer but it affects the
production, the industry as a whole, the consuming society and overall nation. If an
employee availed leave with pay, he does not have any income loss but visiting home
town or other places for recreation and pleasure may affect the savings of the employee.
In the case of absence without pay he has to suffer income loss. In both case employee has
to finance from the friends or a loan from the employer or in some cases a debt from
money leader to meet out family requirement. Absenteeism due to alcoholism and
gambling totally imbalanced the family budget if the employee. In such cases they
remains indebtedness and the debt amount increased enormously and becomes manifold
to the principal debt. There are cases when from generation to generation worker and his
family remained in economic bondage. Shortage of money leads to school drop-outs of
employees’ children and inability to provide comfort and proper treatment to family
member. In case of chronic absentees, the employer terminates their service. They
become redundant to the industry and can face the unemployment crisis. Thus,
absenteeism affects the concerned workman badly.
The causes of absenteeism which were prevalent in the beginning of
industrialization in India have been remedied to the maximum extent. However, some
new causes and compulsions have emerged. For Example, worker migrated from rural
area to industrial town in the beginning did not like the congested and inhumane work
environment and living conditions. They frequently visited their home town to enjoy free
and conducive life. Home sickness and meeting with family were the principal reasons.
Slums, inhumane working condition, non-protection of health and safety and absence of
welfare measure were also the reason for absence.
In this chapter effort has been make to enquire in to the factors which are found important
in the studies organization. In general, the factors which affect to the absenteeism like
past job experience, Illness or sickness, fatigue, habits, late coming, long distance
between working and living place, problem of transportation, lack of perceiving the
consequences of absenteeism on the part of factory socio-religious festival, lack of
commitment, social and cultural behavior pattern, managerial attitude, work environment
and personal factor of individual employee, customs, ritually, marriage, guest, visit of
native place, family quarrel, economic factor, also overtime work, part time service either
occupation or business, income of other members, independents, housing prof. etc. and
factor with in the factory like job dissatisfaction poor working condition, Inadequate
welfare facilities, with colleges and supervisor etc. are found responsible for absenteeism.
The Next chapter talks about the review of literature.
REVIEW OF LITERATURE
A review of literate is a must for scientific approach. It also gives the investigation an
understanding of the preview of the work has been done related to the present study are
cannot develop an insight into various factors of a problems unless or until one has leant
various theories & research development in the subject. Research is concerned with the
systematic gathering of information. Its purpose is to help in the research for truth.
Man is the only creative that does not have to renew every generation but can take the
advantages of the knowledge of about has accumulated thorough the centuries.
The purpose of this chapter is to provide a brief and initial review and appraisal of the
related studies and to see what present study contributes more knowledge further in the
areas under study.
Isah, and Oyovwe (2008) did study on Self-Reported Absenteeism Among Hospital
Workers in Benin City, Nigeria. From this study it shows that the overview of the study,
Absenteeism is the frequent absence from work, especially without good reasons. It is a
global occurrence among workers and in Nigeria it is a source of concern in view of the
weak national economy and of the health system. Absenteeism has been shown to result
in loss in man-hours, productivity, finance, jobs and in the health sector, of lives.
Workers absent themselves from work for various reasons that include ill health,
accidents/ injuries, family commitments such as caring for a sick family member,
‘entitlement mentality’ (where the worker assumes the employer owes him some time
away from work), economic pressures necessitating keeping a second job and stress.
Absenteeism is also influenced by the physical demands of the job such as standing or
squatting to work, bending of the neck and back, carrying, lifting or pushing heavy loads,
etc and psychosocial factors such as job demands, excess workload, inability to cope, job
dissatisfaction, social support and attitude of management etc. and conditions of the
workplace.
The direct and indirect cost of high level of absenteeism in the health sector include the
cost of medical bills, paying of additional overtime to staff, employing temporary staff,
reduction in the standard of care to patients, disruption of working schedule, the lowering
of morale and increased dissatisfaction among staff. Absenteeism is not easily
quantifiable, as it is often difficult to verify employees' claim about the causes of their
absence, thus making it difficult to distinguish between avoidable and unavoidable
absence. Moreover, many organizations, surprisingly do not keep good and accurate
attendance records.
The objective of this study, therefore, was to determine the overall level of
absenteeism rate and the factors that conduce to absenteeism among hospital workers,
with the aim of making recommendations on ways of reducing it and enhancing
productivity in the health sector. There is also the need to generate data that will fill in the
gaps due to the dearth of literature on absenteeism among Nigerian workers.
The background of the study that Absenteeism is a major cause of loss in jobs,
man-hours, productivity, and lives in the health sector. It also has grave consequences for
global economies.
The materials and method used in this study, A descriptive cross sectional study
was carried out at the Central Hospital, Benin City, Nigeria. The hospital is a state-owned
secondary health facility situated in the central area of the City and has a staff population
of 502, cutting across all cadres of health care workers. Informed consent was sought and
obtained from the management and staff of the hospital, both verbally and in writing. In
order to minimize bias, the objective of the study was further explained to the respondents
and anonymity assured them during administration of the questionnaire. The research
instrument was a self-administered semi-structured questionnaire, which contained
questions addressing the demographic profile of respondents, self-reported frequency of
and reasons for absenteeism. Absenteeism rates were calculated using the standards
established by the United States Bureau of Labour Statistics, and those of the Canadian
Ministry of Industry, Labour and Household surveys. The Computer Programs for
Epidemiologists and the Microsoft Excel soft ware were used for data analysis.
The design of the study is Cross sectional descriptive type. The entire staff in the
hospital was enlisted in the study and data were collected through self-administered and
semi-structured questionnaire.
The result of this study, Fifty three percent of the 474 respondents reported at
least one absence spell in the year. Absenteeism was highest among domestic staff
(70.8%) and lowest among the doctors (46.9%). The average number of spells per
absentee per year was 1.7 and the average duration of spells was 4.1 days while the
incapacity rate was 7.2 days. The overall absenteeism rate was 1.7%. Absenteeism was
significantly associated with increasing age (p=0.000), gender, [females<males
(p=0.001)] and with marital status [married<unmarried (p= 0.02)]. Higher rates of
absenteeism were recorded among staffs who were stressed (92.1%), not satisfied with the
working environment (66.7%) and those who experienced job dissatisfaction (64%).
Engagement in physical activities impacted positively on absenteeism (p=0.02). Ill health
accounted for 54.6% of absenteeism, with the bulk of it (67.5%) due to malaria. The some
reason of absenteeism are Sickness accounted for 54.6% of absenteeism, family problems
accounted for 18.7%; other causes included attendance at examinations 12.7%, social
events like marriage and burial 5.2%, adverse weather condition 4.4% travel 3.2% and
transportation problems 1.2%, absence due to ill health was mainly due to malaria fever
(67.5%) while surgical interventions accounted for the least (1.7%).
The conclusion of this study indicates that though the overall absenteeism rate
(1.7) was lower than the level of 4 considered to be excessive, 53% of the study
population had been absent from work at least once in the study year. There is therefore
the need to improve on the social and physical work environment in order to reduce
absenteeism among these workers. This study has determined the overall absenteeism
rate, the reasons for absenteeism and the various factors influencing absence rates.
Though absenteeism rate was less than the level considered excessive, more than half of
the respondents had been absent from work at least once in the study year. The habitual
practice of failing to turn up for work leads to reduced productivity and constraints the
economic viability of any nation.
Creating a better physical working environment, reduction of stress among employees can
be achieved by improvement in the manager or supervisor-worker and worker-worker
relationship. Managers and supervisors should thus be adequately trained to handle staff
generally well with better attention given to staff welfare. Providing incentives for
reduced absenteeism among staff could help in motivating them to avoid unnecessary
absenteeism. This incentive programme should be worked out over time and the most
appropriate and workable method adopted. A work attendance policy should be put in
place, to enable managers and supervisors monitor absenteeism and to intervene early
enough when employees are frequently absent from work in order to get them back to
work as soon as possible. It is also recommended that workers be encouraged to
participate in an employee fitness programme as this has been found to reduce
absenteeism. Continuous education of both the employer and employees on all facets of
absenteeism and its disadvantages is of utmost importance; this should include education
on preventive measures against malaria infection. These measures if properly integrated
will go a long way to reduce absenteeism and improve the workplace environment.
This study has determined different absence rates including the overall absenteeism rate
and the factors influencing them among hospital staff. In this study, the incidence of
absence among the workers was 53%, comparing well with results obtained in another
study where 57.6% of the studied population had at least one absence spell in the year, but
contrasts with a lower figure of 15.8% recorded in another. Doctors and nurses had the
lowest (46.9% and 48.0%, respectively) of crude absence rates. Studies have shown an
inverse association between absence rates and the grade of employees/job type: the lower
the grade of the employee, the higher the absence rate. This inverse relationship was
found among the staff in this study. Doctors and nurses have to be physically present at all
times to monitor and nurse patients and this probably explains the low rates of absence
among them.
In this study, average number of days lost per absentee in the year (incapacity rate) of 7.2
days is lower than the value of 14.3 days obtained among hospital workers in Chile, but
higher than those in other studies where 3, 4.7 and 5 days were obtained. The overall
absenteeism rate of 1.7% is also lower than the rate of 4%, considered to be excessive by
the United States Bureau of Labour Statistics. Chevalier et al reported rates between
1.98% and 2.80%, while Gazmuri et al, reported rates between 2.25% and 3.59% among
various categories of hospital workers. The apparent lower rates of incapacity and
absenteeism reported in this study are probably due to problem of recall or deliberate
under-reporting by respondents, in order to avoid administrative sanctions. Besides,
workers tend to cover up for each other and so management is often unaware about such
absenteeism. Again, self-reported absence due to sickness has been found to be generally
lower than recorded absence rates elsewhere. These rates even when they are modest, are
a major cause of loss in productivity with high financial implications such as, payment for
replacement of absentee staff and other administrative costs of managing absence and for
re-scheduling of work. This subsequently affects the general economy of any nation
especially that of a developing nation like Nigeria.
The correlates of absence rates as shown in are not surprising. The rates which increased
with increasing age could be due to the fact that generally, younger workers tend to be
more energetic and may be more enthusiastic about their jobs. Several studies have found
absence rates higher among females than among males. Females are more likely to be
absent from work for reasons other than illness or injuries in order to fulfill other family
responsibilities such as caring for sick family members. The higher rates for married staff
could also be due to greater family responsibilities and household chores.
The effect of the physical and psychosocial work environment on absenteeism is well
documented. Poor relationship with managers or supervisors, with co-workers and the
unavailability of work implements often lead to low morale and frustrations among
workers, hence absenteeism and lowered productivity. It is thus not surprising that high
proportion of workers with job stress, job dissatisfaction and dissatisfaction with the
working environment was absent from work. Physical activities seemed to have a positive
impact on absenteeism as those engaged in them had less absence rate compared to those
who did not. Statistically significant higher rates of absenteeism have been found among
employees not engaged in sporting activities.
Ill health was the commonest cause (54.8%) of absenteeism among the staff with malaria
contributing 67.5% of these medical causes. Luz and Green had indicated that medically
certified absence accounted for 60 to 70% of work absenteeism among workers. Other
studies have also identified the role of illness in absenteeism among workers. It is not
surprising that malaria contributed over two thirds of the reported cases of absences due to
illness among respondents. This is understandable in view of it's endemicity in Nigeria.
Foster and Leighton estimated the value of malaria - related loss in production to be
between 2 and 6% of Kenya's gross domestic product and between 1 and 5% of that of
Nigeria. The World Health Organization estimates an equivalent of ten working days of
lost labour to malaria. Pregnant women and children are the most vulnerable groups in
malaria endemic regions and they need care by the economically viable, who take time off
work and spend their meager financial resources to provide this care. The health care
sector is also affected as it expands both financial and human resources on this
preventable illness, which is a source of huge economic burden to the nation.
Dion Greenidge and Jase Ramse (2007) did study on Job attitudes and absenteeism: A
study in the English speaking Caribbean This paper examines the relationships of job
attitudes (facets of job satisfaction and organizational commitment) and personality
characteristics to absenteeism, in five manufacturing companies in Barbados, an English-
speaking Caribbean country. The relationships examined are based on well-established
theories from the developed world, especially the USA. In addition, individualism,
uncertainty avoidance, and power distance were measured. The results show that an
employee's levels of satisfaction with co-workers, activity, responsibility, and job
security, as well as loyalty to the organization, are related to absenteeism. These results
are similar to those found in past research in the developed world. The most important
single predictor of absence was satisfaction with co-workers. Respondents were moderate
on individualism, high on uncertainty avoidance, and low on power distance. The cultural
scores are used to help interpret the results. The implications of the results are discussed
in terms of expanding the reach of an established theory, and relative to decreasing
absenteeism in Barbados.
Aaron Cohen & Ronit Golan (2007) did study on Predicting absenteeism and turnover
intentions by past absenteeism and work attitudes: An empirical examination of female
employees in long term nursing care facilities.
The purpose of the study , of this paper is to examine the impact of prior absenteeism,
demographic variables, and work attitudes (job satisfaction, perceptions of health, and work
commitments forms) on absenteeism and turnover intentions.
In this study the methodology and design use by researcher was a longitudinal
survey. The questionnaire used established scales of the research instruments. The sample
was composed of 119 female employees working in five long term nursing facilities in
northern Israel.
Research limitations or implications– Using a survey questionnaire for collecting
most of the data might cause common method error.
The findings showed a strong effect of prior absenteeism on later absenteeism.
They also showed that among work attitudes, job satisfaction is a strong predictor of
absenteeism, while commitment forms, particularly organizational commitment, are
related to turnover intentions.
The findings of this study shed some more light on important work outcomes in
general and in the health care industry in particular. Increasing job satisfaction and
organizational commitment seem to be good strategies for reducing absenteeism and
turnover intentions, as the findings here suggested. A higher rate of absenteeism provides
an early indication of a withdrawal process among employees, and the organization
should treat such information as more than just data on absence rates.
Originality/value of this study that Very few papers have used a longitudinal design
examining the effect of both prior absenteeism and work attitudes on turnover intentions
and actual absenteeism.
Zarqa, (2006) did study on Administrative factors affecting employees absenteeism in
academic and public libraries in Jordan. Absence from work was a persistent and
challenging problem confronting organizations. This study aims to analyze the effect on
absence rates of the following administrative factors: line of authority, work climate,
leadership, communication, employment, supervision, decision-making, and innovation;
the extent of occupational variables: library type, specialization, and organizational
department; and employees’ characteristics: gender, age, marital status, and experience, at
eight state academic and six public libraries in Jordan. Data was collected via field visits,
personal interviews and a questionnaire. Of the 132 staff applicable to the study
objectives, 115 (87.1%) responded. ANOVA, T-test and “Duncan dimensional
comparisons” methods were used for statistical data analysis. Study findings revealed that
poor organizational structure, improper work climate, poor leadership and communication
processes, the absence of sensible employment policies, poor supervision, and managers’
passiveness are administrative factors negatively affecting employees’ absence from
work. Statistical analysis of mean values revealed that there is a significant statistical
difference, at the α 0.05 level, between all administrative factors attributed to
respondents’ personal characteristics and occupational variables.
Recommended solutions include establishing sensible organizational structures delegating
authority, promoting teamwork practice, developing job descriptions and evaluation
systems, allowing employees’ freedom of choice to perform job duties, supporting
cooperative working relations, promoting managers’ attitudes towards delegation of
authority, open-door communication policies, and providing employees with training
opportunities and motivations.
Mark G. Spigt and Gerard M. H. Swaen (2006) did study on Leisure time physical
activity and sickness absenteeism; a prospective study.
Aim of the study that To establish whether workers with frequent leisure time
physical activities are at higher or lower risk of sickness absence compared to inactive
workers.
The researcher used the Method in this study, Self reported and company recorded
sickness absence data were collected during 18 months of follow-up for 8902 workers.
Frequency of leisure time physical activities was queried at baseline.
Results ot this study was Overall, found that workers active in their leisure time
twice or more each week reported significantly less sickness absence compared to inactive
workers (14.8 versus 19.5 days/year), mainly due to a decrease in sick leave because of
musculoskeletal disorders.
Conclusion of the study was demotivating sports participation by making workers
liable for workdays lost due to sporting injuries might be counter-productive in decreasing
absenteeism and its related costs. Promoting worker participation in sport might lead to
reduced absenteeism.
Awad S. Hanna and Joseph R. Sargent (2005) did study on Factors Affecting
Absenteeism in Electrical Construction.
Construction contractors continue to be faced with the challenge of improving
productivity in order to remain successful in an increasingly competitive industry. One
factor that contributes to lower productivity is absenteeism. Yet, little is known or
understood about the reasons electricians miss work, and very few studies have been
conducted on absenteeism in the construction industry. As a positive step to reduce the
problems associated with voluntary and involuntary absences, a study was initiated to
identify why workers miss work and what steps should be taken to minimize absenteeism.
The main objectives of the study were to learn the reasons for absenteeism and to quantify
the impacts so that solutions can be developed to help contractors improve their
productivity. The study determined that managers and electricians agreed that illnesses
and medical appointments were two common reasons workers missed work. However,
managers also believed workers were absent because of a lack of interest or
irresponsibility, while electricians reported injuries and unsafe working conditions as
reasons for missing work. Furthermore, a quantitative analysis of the data revealed that
when the absenteeism rate was between 0 and 5%, there was no loss in productivity.
However, when the absenteeism rate was between 6 and 10%, a 24.4% loss in
productivity was experienced. By understanding what causes electricians to miss work,
and the effect of absences on productivity, a company can manage and control
absenteeism on electrical construction projects.
Breuner C.C. & Womack W.M. (March 2004) did study on Factors Related to School
Absenteeism in Adolescents With Recurrent Headache.
The Objective of the study was to examine possible risk and protective factors for
school absenteeism among adolescents referred to a hospital-based behavioral treatment
program.
Design used for this study was data obtained from intake interviews, screening
questionnaires, and baseline headache diaries of 283 consecutive adolescents referred for
behavioral treatment of recurrent headache were reviewed for demographics, length of
headache history, headache type, current headache activity, symptoms of anxiety and
depression, perceived self-efficacy regarding headache control, school performance,
participation in extracurricular activities, and school absenteeism. The study population
was divided into 2 groups at the median number of days missed due to headache in the
previous 6 months that school was in session. Adolescents who missed 2 or less days of
school due to headache (low absenteeism) were compared with those who missed more
than 2 days (high absenteeism).
Results of this study was Compared with the low absenteeism group, the high
absenteeism group had higher scores on the Children's Depression Inventory (8.7 ± 6.5
versus 6.8 ± 6.2, P < .05 ) and lower academic performance (2.1 ± 1.0 versus 1.7 ± 0.8, P
< .0001 ). The 2 groups were not statistically different in age, sex, length of headache
history, type of headache, current headache frequency or intensity scores, anxiety scores,
self-efficacy ratings, or participation in extracurricular activities.
Conclusions of this study , in a referred population, students who missed more
school due to headache had higher depression scores and lower academic performance
than students who missed less school. A directional relationship, however, cannot be
implied from these results. Future studies should investigate the complex relationship
between recurrent adolescent headache, potential risk or protective factors, and school
absenteeism.
Joseph J. Martocchio & Diana I. Jimen (2003) did study on Employee absenteeism as an
affective event. It consider theoretical and empirical developments in personality, affect,
and absenteeism research. Specifically, we investigate the relationship between these
three constructs and propose a theoretical perspective about the importance of affect in
mediating the effect that personality has on absenteeism. One of our main goals is to look
at both positive and negative consequences of absenteeism. We propose a model of the
personality types that have a higher likelihood of using absenteeism to their benefit (i.e.,
to “recharge” and change negative affect) and therefore have the absence be functional
(i.e., positive affect and higher productivity upon returning to the job) rather than
dysfunctional (i.e., negative affect and person is still unproductive or has less productivity
than before the absence event). We conclude by emphasizing the theoretical contributions
that this model makes and by suggesting ways in which the model could be tested.
Luz J, Green MS. (1997) did study on sickness absenteeism from work. Medically
certified absence (absence from work attributed to disease and accident) is an important
and convenient index of workers' health and attitudes. It also constitutes the largest part of
total absence from work. Depending on the country and on industry and population
characteristics, sick-leave accounts for 60-70%, and injuries for another 7-20%. The
balance is defined as "healthy-worker absence", taken with or without prior permission or
post-facto justification. It is characteristic of the first and last phases of an employee's
history at the firm; either before he has time to become a permanent employee and adapt
to the local "absence culture", or when he contemplates leaving. On the other hand,
certified absence is confirmed by a higher authority, and so it is accepted by management,
the insuring institution, and the peer group (which often have to carry the extra workload).
This absence belongs to the phase of regular relationships, which both sides seek to
maintain. Whether and how often the employee has recourse to certification depends on a
number of factors. Those mentioned most often in the literature are: (a) absence--
proneness-apparently a defined personality trait (psychological or psychosomatic) leading
to repeated absences; (b) poor working conditions; (c) lack of group cohesiveness--
members of a well-structured group are upheld by its solidarity and sense of belonging
("esprit de corps"); this is observed in smaller and more closely-knit groups such as shift
and group teams, as in the Volvo experiment; (d) quality of the leadership and
organizational behavior; (e) job satisfaction--deprivation of recognition, use of abilities,
responsibility, and interest have strong psychosomatic repercussion; (f) interaction with
external forces, especially marketplace conditions--lack of external demand may restrain
absence.
Christa Craven & Robert Ledman (1996) did study on Managing Absenteeism for Greater
Productivity. Unauthorized or unscheduled absenteeism is a problem for every
organization or business. It creates cost and productivity problems, puts an unfair burden
on the majority of employees who show up for work, ultimately hinders customer
satisfaction, and drains the country's economy. Experience shows that better attendance is
synonymous with better quality, lower costs, and greater productivity (Hazzard, 1990).
This paper reviews the literature related to absenteeism and suggests how managers can
improve their absenteeism rate and, as a result, improve productivity.
At least 50% of all employee absenteeism is not caused by bona fide illness or other
acceptable reasons. Experts estimate that absenteeism in the U.S. results in the loss of
over 400 million workdays per year - an average of approximately 5.1 days per employee
(Gwaltney, 1994). In the U.S., one million employees a day will not attend their regularly
scheduled work at an estimated annual cost of $40 billion per year (Dalton and Enz,
1987).
Steers and Rhodes (1984) report that for every 0.5% increase in national absence rates in
the U.S., the gross domestic product drops $10 billion. Based on the size of today's GDP
compared with the early 1980s, that figure is surely substantially larger today. Leigh
(1986) estimated that hours lost in absenteeism is over 40% larger than the number of
hours lost in unemployment. Markowich (1993) cited a survey of 5,000 companies
conducted by Commerce Clearing House, Inc., Chicago that found that unscheduled
absences cost small businesses an average of $62,636 a year in lost productivity, sick
time, and replacement costs.
Absent...
The next chapter talk about the research methodology which used
by resercher.
RESEARCH METHODOLOGY
TITLE OF THE STUDY
“ A Study on Factors affecting Absenteeism in NIF group of company ”
SIGNIFICANTS OF THE STUDY
Absenteeism is one of the ever present problem Of the organization. In absenteeism the
contributing factors to absence include social such as alcoholism, family conflict, lack of
proper motivation, working problems, health problem, transport problems, religious and
age factor etc. have been identified as contributing factors to absenteeism. An employee
means idle machine or unoccupied work space with consequent direct loss & an indirect
reduction in the tempo of production. Absenteeism being a social phenomenon. A high
degree of absenteeism is definitely, a result of poor morale & visually mal-adjusted
workers. Therefore, the need for the study of absenteeism is very important because it
affects the production adversely as the work schedule are upset & delayed & consequently
management has to give time which increases the cost of production. Hence, the
significance of the study can be viewed from print of social work intervention at the
family, community as well as industrial level. And this study is also very important for the
company, because on the basis of finding a reason of absenteeism the employer taken a
action regarding the reduce the rate of absenteeism so that it affect the increasing
production of the Industry.
OBJECTIVES OF THE STUDY
To study the various causative factors leading to absenteeism in Industry.
To satudy the effect of absenteeism on co-worker.
To study the absenteeism with regard to their personal information, family
background, occupational information etc.
To study about the problems of the worker they face under various situations
during the working.
To analyze various welfare facilities like medical, insurance, co-operative society
in industry..
SAMPLING METHOD
The sample for the study taken from the yearly absenteeism reports of the different
three company of NIF group.
To take seventy respondents from annual absenteeism report of company who had
yearly absenteeism upon 15th percent.
The sample for the study consists of seventy respondents from different company
of NIF group.
To selected respondent from study are chronic cases of (regular absenteeism) from
company.
SAMPLE SIZE
The sample size for the study is seventy operative employee of NIF group of Industry.
RESEARCH DESIGN
Exploratory & Descriptive in nature has been adopted.
DATA COLLECTION METHOD
For the research study researcher take 70 sample from the different 3 units of NIf group of
Industry, who are the cases of habitual or continuous absenteeism. The researcher has
divided his interview schedule into two sections:
Personal data,
Causes of absenteeism
DATA COLLECTION PROCEDURE:
For data collection researcher used Interview schedule method.
UNIVERSE:
In this research the universe consists the study of all the workers of NIF group of
industry. Navsari.
TOOL FOR DATA COLLECTION
A Structure had been prepared for data collection was interview scheduled. The question
of relating to facilities are respondent to share their view, opinion, and attitude to remain
absent of employee in work place.
VARIABLE
A) Independent
The independent variable consists of personal information of the respondent like
name, age, sex, education qualification, department etc…
B) Dependent
Dependent variable consists of the aspects related to the factor affecting
absenteeism.
DATA ANALYSIS OF TREATMENT
Data was collected throgh interview schedule from operative employee of NIF group of
industry.
Analysis of data under the study (single variable).
SOURCE OF DATA COLLECTION
Researcher used source for data collection was;
Primary source of data collection through interview schedule.
Secondary source of data Collection, it is from library & books, internet, magazine etc…
LIMITATION OF THE STUDY
There is no activity that can be completed without any limitations or problems.
Researcher faced the following some problems:
Time was one of the major constraints in the study because of the respondent
busy with scheduled of their work, to completed target of work so that not to be
able to devote more time for giving information.
Respondent not sharing their view freely because of fear of job security.
Due to lack of awareness in certain areas of the question could not be effectively
communicated to the respondent.
CHAPTERIZATION
CHAPTER-1 Introduction
In chapter 1 introduction part to given a information about concept, factos
which affects to absenteeism, effects of absenteeism, how to reduce the absenteeism rate
etc.
CHAPTER-2 Research Methodology
This chapter indicates that the significance of the study, which
methodology used by researcher for the purpose of study.
CHAPTER-3 Review of literature
Review of literature also refers by research for to get brief review and
appraisal of the related studies and to see what present study contributes more knowledge
further in the areas under study.
CHAPTER-4 Research Setting
This chapter also given a information about the universe of study, the area
in which researcher done study and related information.
CHAPTER-5 Data Analysis and Interpretation
It is a main aspects of study, it indicates the analysis of data and interpreted
and on that basis researcher come at the finding and suggestion for subjective study.
CHAPTER-6 Finding, Suggestion, Conclusion.
These chapter indicates the results of the study, and given a
recommendation for the purpose of reduce problems, effective work, improvement in
some area like on production related, policy, rules, provided adequate facilities etc, and
last conclusion covers the all over summary of the study.
RESEARCH SETTING
Introduction of NIF Group of Industries
History
The ‘NIF’ Began with advertising advent of Navsari Iron foundry and Mechanical
Works in the first event at Navsari near Surat in Gujarat. With hopes , dream and desire
for a brighter tomorrow. They took up jobs to repair oil engines, automobiles, pumps sets,
tractors etc…
A founder member of the company is Mr. Satyadev Kansara, Mr. Ratilal Kansara,
Mr. Rameshbhai Kansara, and Mr. Hasmukhbhai Kansara. In a company promoter are
Mr.Vijay Kansara, Mr.Shailesh Kansara, Mr.Dinesh Kansara, Mr.Ketan Kansara .
Having lit the torch in 1953 a team of inspired younger brothers decided to spread
their wings and started making casting, steel fabrication, utensils and stone crashers for
local market.
Time to time enterprising partners of NIF decided to diversify their activities.
Who had a touch in plastic, textile and chemical industries. The new warriors of NIF
Group broad about innovative changes with a nod from the senior and steered the
technology cal and management philosophy of the group.
Involvement of experts, installation of high tech machineries and
computerization of business activities proved to became basic need of the group.
Company Profile
NIF means Navsari Iron Foundry. NIF Group of Industry has mainly five
units. The all five are different. They are as following.
1. NIF Mechanical Works Pvt. Ltd.
2. J. S. Metal Travers Co.
3. Dinesh Plastic Products.
4. Propylon Products.
5. Pradip Polyfils Pvt. Ltd.
1. NIF Mechanical Works Pvt. Ltd.
NIF Mechanical Works Pvt. Ltd. Is established in 1965 and it is converted in to
private Limited in 1990.
Today NIF Manufactures Bakelite Drums and Steel Drums, in a various size.
Bakelite Drums are made from the Bakelite Powder and components. NIF manufactures
standardize drums. so company receive a regularly orders from the customers. Company
have consultant for the specific function for the company.
Capital structure of the company is depending upon share capital of share holders.
The raw material of the company comes from the Maharashtra and other state.
Product Profile
1. Textile Machine Part : I. Bakelite Grooved Drums
II.Steel Traverse Rolls
By : NIF Mechanical Pvt. Ltd.
Use of Product : Winding in Textile Industries.
Row Material : Bakelite Powder, Iron Casting
2. J. S. Metal Traverse Co.
Established in 1965 “J. S. Metal Traverse Co.” has grown steadily with a strong
foundation of technical, commercial and production facility.
Today company manufactures a wide range of Aluminum Drums from high
quality raw material having different shapes and diameters.
The company greatest pride and satisfaction is in the fact that several hundreds of
its customers have standardize on its products, which is evident from the regular orders it
receives. “J. S. Metal Traverse Co.” is also known in the market as “WINDWELL”.
Product Profile
2. Textile Machine Part : 1. Bakelite Grooved Drums
2. Uncoated Aluminum Drums
Hallo-Light Weight
Solid -Heavy Weight
3. Cast Iron Grooved Drums
4. Hard anodized Aluminum Drums
5. Hard Chrome
6. Engineers File
7. Nitrided steel Drums
By : J. S. Metal Travers Co.
Name of Product : WINDWELL
Use of Product : Winding in Textile Industries
Row Material : Bakelite Powder, Iron Casting, Steel, Aluminum etc…
3. Dinesh Plastic Product.
Established in 1975, ‘DPP’ has grown steadily with a strong foundation of technical,
commercial and production facilities.
Today, ‘DPP’ manufactures a wide range of Ball Valves, Diaphragm Valves,
Cheek Valves, Foot Valves, Butterfly Valves, Sight Glass Valves, Drip Irrigation Valves,
Fitting and Filter From high quality thermo-plastic.
Product Profile
4. Valves : 1. Ball Valves
2. Diaphragm Valves
3. Check Valves
4. Foot Valves
5. Butterfly Valves
6. Sight Glass Valves
7. Drip Irrigation Valves
8. Fitting & Filter Valves
By : Dinesh Plastic Product
Use of product : Irrigation for the chemical and liquid flow and as
jointer
Row Material : Thermoplastic PP, HDPE & PVDF Plastic
4. Propylon Products and Pradip Polyfils Pvt. Ltd.
Known how does not come overnight but has to be acquired. It has result of high
investment for the solution and implementation of theoretical findings in practice, for the
new possibilities and consciously stepping across borders on the way to human future.
Keeping close contact, with our customer R&D and knowing the industries exact
requirement, guarantees that the innovation remain practicable and strengthens the
partnership type co – operation.
For all of us at Pradip Polyfils Pvt. Ltd., research and development is no end in
itself but to solve specific users problems which permits practical solution within a short
time and just in line with that the market expects. We can offer innovation and yet perfect
designs fulfills customers need.
Product Profile
3.Filter Plates,
Filter Press,
Accessories : 1. Membrame Filter Plate
2. Chember Filter Plates
3. CGR Filter Element plate and Frams
4. Special Filtter Plates and Accessories
5. Filter Press
By : Pradip Polyfils & Propylon Products.
Use of Product : Chemical Filteration, Water Filteration, Solid Liquid
Sepration water and sewage treatment, chemical paper,
ceramic and mining
Row Material : EPDE, Nitrile, Viton, EPPP, Thermoplastic Elastomers,
Polypropylene, Reinforced Polypropyle.
Registered office : - NIF Group of Industries,
P.O.Box No.69,
Chapara Road,
NIF Compound,
Navsari – 396445
Form of Organization : - Private Sector.
Size of Organization : - Small Scale Size Unit.
Company Secretary &
General Manager : - Mr. Vijay Kansara.
Bankers : - IDBI Bank
ICICI Bank
Canara Bank
VISION
“One plan weighing in tradition and the others in technology, we
synchronies the tow and carry our dream future where we work towards self attainment by
providing quality and customer satisfaction.”
DREAM
N.I.F. began with an advertising advent of Navsari Iron Foundry and Mechanical Works
in 1945, the first ever at Navsari near Surat in Gujarat, India. With hopes, dreams and
desires for a brighter tomorrow.
During mid sixties, the conventional technology, upgraded with innovation, R & D and
professional administration, turned the Foundry into a more organized industrial
enterprise. With the dawn of this new age, in 1965, Metallic groove drum for Textile
winding machines was introduced first in India which was indigenous to house
technology.
QUALITY POLICY
“It is the policy of NIF Group of Industries to maintain market leadership
by delivering our products to complete satisfaction of our customers though constant
improvement, technological progress and motivated employees.”
Major Customers
Company is mostly selling its product to customers of South India and Abroad.
Domestic Customers
1.Shamaru Machinary Manufactures - Coimbatore
2. Vigneshwar Textile Industries - Coimbator
3. Alidhra Textile Industries - Silvassa
4.Rajendra Textile Industries - Coimbator
Export
1. Tallers Filcono S. L. - Spain
2. Milhan Makina - Turkey
3. Izumi International co. Ltd. - Japan
4. Techno Textile Ltd. - Bangladesh
Departments of NIF Group of Industries
1. HR Department
2. Personnel & Industrial Relation Department
3. Finance Department
4. Purchase Department
5. Production Department
6. Quality Control Department
7. Dispatch Department
8. Marketing Department
9. Sales Department
10. Import and Export Department
11. security Department
12. EDP Department
HR Department
Functions of HR Department
To establish public relation with surrounding village leaders, other authorities.
Finding out training needs of employees.
To arrange monthly internal and external training programmes.
To manage training records.
To nomination for training programmes.
To prepared Performance Appraisal Report for employee.
To arrange induction program for the new employees.
To pass out any kind of circulation.
To arrange welfare programme for the employee like HIV/AIDS awareness
program, medical check up etc…
To establish profit earning policies.
To manage recruitment and selection procedure.
To give approval for the recruitment.
To manage interview process.
To establish promotion policy for the motivation of the employees.
To take a decision on resignation kind of atmosphere in working places.
HR Policy in NIF
Quality Policy
Recruitment Policy
Information Technology Policy
Personnel Policy
Training and Development Policy
Corporate Responsibility Policy
Performance Appraisal Policy
Personnel & IR Department
“Personnel management can be defined as a process of developing organizational
objectives by acquiring, terminating, development and properly using the human resource
in an organization.” Of all the factors of production, man is the most important one. The
importance of human factor is any type of co – operative endeavor cannot be
overemphasized. It is the matter of common knowledge on which every institution
depends on for its effective and efficient functioning. Not so much dependent on its
material or financial resources as on its pool of able and willing human resources.
In an Indian context, personnel management as specialized discipline has made
rapid studies that a business organization needs to have a four M’s, via…
1. Money.
2. Material.
3. Manpower.
4. Management
PERSONNEL & HUMAN RESOURCE DEPARTMENT FUNCTIONS
PERSONNEL ADMINISTRATION HUMAN RESOURCES
Wage Attendance Welfare Govt. & Legal House Security Recruitment Training Orgn Retirement,
Industrial
& Formalities Administration Policy & & Devt Discharge or
Relations
Salary Procedure Devt Prgs. Resignation
Function of Personnel Department
Recruitment of employee.
Induction of trainee.
Resignation of employee.
Leave travel allowance orders
Promotion of employee.
Pay fixation of employee.
Apprentice work.
Increment work.
Man Power Details.
Group Insurance work.
Confirmation work.
No Objection Certificate – NOC.
Internal Networking computer work.
Employment Exchange.
Notification and Compliance, Returns Preparing
Providing dates and information for various statutory.
Information about various authorizes and other management.
Performance Appraisal.
Settlement in salary.
Function of Public Relation Department
Tender work of complexes for job, labor work contracts revision of above contracts.
Disciplinary of welfare items.
Identifying of welfare items.
Drafting of rules and settlements.
Assisting in negotiation with union, pension matter.
Communicate with PF office.
To assist labor commissioner.
To manage spot activities.
To budgeting for procurement uniform, cloths, napkins, and other welfare items.
Superannuation fund and welfare trust work, processing for management approval of
education, pilgrimage advances payment, employees pension scheme work.
Overtime posting, short leave posting, accident report and register posting, office order
for leave encashment, absences report, distribution of medicines of first aid to various
departments etc…
Passing medical bills (hospitalization in long term and short term) of employees and take
care of employees who meet with an accident.
Credit society record keeping and disbursement of loans.
LEAVE
Employee and worker are the human being. They would like to live in society so that they have
to attend social programmes, for that they want leave on job. Sometimes they themselves or the
family member or their relatives suffer from health problem, or other some causes they go on
leave from job. Therfore company provided them leave facilities like casual leave, privilege
leave, sickk leave etc…
Leave management
privilege leave – 15 days in a year
sickk leave – 6 days in a year
casual leave – 6 days in a year
Weekly off – For worker & office staff weekly off on Sunday. And the person who come on
holiday that person get compensatory off on that month.
Working Time
It is very necessary that the working hours of any industry must be limited. In NIF company also
there are four shifs to do work for workers.
Shift timing are as follows;
First shift – 7.00 A.M. to 3.00 P.M.
Secondary shift – 3.00 P.M. to 11.00 P.M.
Third shift – 11.00 P.M. to 7.00 A.M.
General Shift – 8.00 A.M. to 5.00 P.M.
There is one hour break in every shift.
Office Time is as follows;
Timing for administrative office is 9.00 A.M. to 5.30 P.M. There is one hour break for lunch.
Leave Rule
27 days full time is available for every employee in a calendar year. A part from Saturday
and general holiday as declared by government for each calendar year is applicable to employee.
Pay Roll System
Pay Roll system is the fundamental system of the organization. Its importance is like the
wheel of the motorcycle. Every organization should have fundamentally strong Pay Roll System.
If the fundamental structure of organization strong, the entire person should satisfy with the job.
After all person concern with the money.
In the J. S. Metal Traverse Co. the Pay Roll System is fundamentally strong. They are
calculated the salary on the basis of the following.
They are calculate the salary first on the basis of attendance record. In attendance are
calculated on the basis o CL, PL, and SL.
CL – Casual Leave given 6 in a year.
PL – Privilege Leave given 15 in a year.
SL – Sick Leave given 6 in a year.
On the basis of employee leave card record Pay Roll Administration define the PL, SL,
CL.
The payroll system other main things Basic & D.A. Organization should given a Basic &
D.A. as per minimum wage Act. J. S. Metal, Organization follows all the rules and regulations.
Company given a different type of allowances of employee which are add in a salary &
wages.
Allowances are paid in addition to the basic salary that is: -
Dearness allowances
House rent allowances
Tea allowances
Special allowances
Medical allowances
Festival allowances
Conveyance allowances
Production allowances
Payment of Salary
Company is paying their salary on the basis of government rules and regulation. Basic
salary is paid on the basis of the employee’s skill ability. Company paying a salary before the 5
TH Day of the month.
Welfare Benefits
These benefits are declared under the factory Act. 1948. the lists of Benefits are divided in two
categories.
1. Following are the statutory Benefits.
Sitting arrangement
First – Aid Appliance
Shelter, Rest Room and Lunch Tent
2. Following are the Non – Statutory Benefits.
Medical facilities
Occupational Health services
Family planning
Recreational and cultural facilities
Educational facilities
Co – operative customer stores
Consumer credit society
Personal counseling
Financial Benefits
Loan facilities
3. List of other Benefits.
Uniform
Shoes
Loan for house
Gratuity Scheme
Pension scheme
Bonus
Provident Fund – P.F.
Leave traveling allowances
Welfare fund
Marriage loan
Leave encashment
Group insurance scheme
Shift allowances
4. Subsidiary or other welfare
Housing facility
Canteen and Rest room facility
Uniform facility
Sports facility
Insurance facility
Medical facility
Training programmes
Clean drinking water facility
Utility facility etc…
There are also called labors welfare measures of an organization.
Labors Welfare Measures
NIF provides different labors welfare facilities to their workers which are as under: -
Uniform and shoes facility
School Notebooks facility
Clean drinking water facility
Rest room and lunch room facility
Sport facility
DATA ANALYSIS AND INTERPRETATION
FACTOR AFFECTING ABSENTEEISM
(1)PERSONAL INFORMATION
Table: - 5.1 Showing Age-wise Distribution of Respondents.
Age Frequency Percentage (%)
18 - 25 years 21 30
26 - 35 years 29 41.42
36 - 45 years 7 10
Above 46 years 13 18.57
TOTAL 70 100
From the Table no.5.1 it can be depicts that 30 percent (n=21) respondents were belongs to the
age group of 18-25 years, 41.42 percent (n=29) respondents were belongs to the age group of 26-
35 years, 10 percent (n=7) were belong to age group of 36-45 years while 18.57 percent (n=13)
were more than 46 years.
Table: 5.2 Showing Religion-wise Distribution of respondents.
Religion Frequency Percentage (%)
Hindu 66 94.28
Muslim 1 1.42
Other 3 4.29
TOTAL 70 100
From the Table no.5.2 it can be depicts that 94.28 percent (n=66) respondents were Hindu, 1.42
percent (n=1) were Muslim religion and 4.29 percent (n= 3) were belonging other religion.
Table: - 5.3 Showing Marital Status of the Respondents.
Marital status Frequency Percentage (%)
Married 42 60
Unmarried 28 40
TOTAL 70 100
From the Table no. 5.3 it can be depicts that 60 percent (n=42) respondents were married
and 40 percent (n=28) were unmarried.
Table: 5.4 Showing Distribution of Respondents based on Education.
Education Frequency Percentage (%)
Illiterate 3 4.29
Primary 22 31.42
Secondary 35 50
Higher secondary 3 4.29
I.T.I 5 7.14
Any other 2 2.86
TOTAL 70 100
From the Table no.5.4 it can be depicts that 4.29 percent (n=3) respondents were
illiterate, 31.42 percent (n=22) were primary education, 50 percent (n=35) were secondary
education, 4.29 percent (n=3) were higher secondary, 7.14 percent (n=5) were I.T.I. and 2.86
percent (n=2) were got any other qualification.
Table: - 5.5 Showing Distribution of Respondents based on Length of Service.
Length of service Frequency Percentage (%)
1 - 5 year 40 57.14
6 - 10 year 9 12.86
11 - 15 year 8 11.43
Above 16 year 13 18.57
TOTAL 70 100
From the Table no.5.5 it can be depicts that 55.71 percent (n=40) respondents had 1-5 years of
experience, 12.86 percent (n=9) respondent had 6-10 years experience 11.43 percent ( n=8) has
11-15 years of experience while 18.57 percent (n=13) had more than 16th year of experience.
Table: 5.6 Showing Distribution of Respondents based on Nature of Service.
Nature of Service Frequency Percentage (%)
Permanent 50 55.71
Temporary 20 14.28
TOTAL 70 100
From the Table no.5.6 it can be depicts that 55.71 percent (n=50) respondent were
permanent, while 14.28 percent (n=20) were temporary worker.
Table: 5.7 Showing Distribution of Respondents based on Place of Residence.
Place of Residence Frequency Percentage (%)
0 - 5 km 35 50
5 - 10 km 8 11.42
More Than 10 24 34.29
Quarters 3 4.29
TOTAL 70 100
From the Table no.5.7 it can be depicts that the 50 percent (n=35) respondent were living 0 – 5
km away from the company, 11.41 percent (n=8) respondent were live 5 – 10 km away from
company. 34.29 percent (n=24) respondent were more than 10km. from company, While 4.29
percent (n=3) were live in company quarters.
Table: 5.8 Showing Distributions of Respondents According to Family Type.
From the Table no.5.8 it can be depicts that 57.14 percent (n=40) respondent were live in joint
family, 34.29 percent (n=24) were live in nuclear family and 8.57 percent (n=6) were live alone.
Family Types Frequency Percentage (%)
Nuclear 24 34.29
Joint 40 57.14
Single 6 8.57
TOTAL 70 100
Table: 5.9 Showing Distribution of Respondents According to Relation with Family
Member.
From the Table no.5.9 it can be depicts that 58.57 percent (n=41) respondent had good relation
with family member, 43.29 percent (n=24) had satisfy relation with family while 7.14 percent
(n=5) respondent had not good relation with his family member.
Relation with family
memberFrequency Percentage (%)
Good 41 58.57
Satisfaction 24 43.29
Not Good 5 7.14
TOTAL 70 100
FACTORS RELATED TO JOB
Table: - 5.10 Showing whether Respondents Satisfaction with the Work Place or not.
Response Frequency Percentage (%)
Highly Satisfied 39 55.71
Satisfied 23 32.86
Not Satisfied 8 11.43
TOTAL 70 100
From the Table no.5.10 it can be depicts that 55.71 percent (n=39) respondents were healthy
satisfied, 32.86 percent (n=23) were satisfied and 11.43 percent (n=8) were not satisfied with
their present job.
Table: 5.11 Showing whether Respondents Satisfaction with the Present Income or not.
Response Frequency Percentage (%)
Yes 25 35.71
No 45 64.29
TOTAL 70 100
From the Table no.5.11 it can be depicts that 35.71 percent (n=25) respondents were
satisfied and 64.29 percent (n=45) were not satisfied with their present income.
Table: 5.12 Showing whether Respondents inform their Superior Before Taking Leave or
not.
Response Frequency Percentage (%)
Yes 55 78.57
No 15 21.43
TOTAL 70 100
From the Table no.5.12 it can be depicts that 78.57 percent (n=55) respondents were
inform their supervisor before taking leave while 21.43 percent (n=15) were not inform their
superior before taking leave.
Table: 5.13 Showing if one of the staff member is absent in the department which kind of
problem arise.
Response Frequency Percentage (%)
Overload on existing
employees
10 14.29
Difficulty in performing
task on behalf of
absentee employee
31 44.29
Delay in job report 9 12.86
Entire schedule disturbs 20 28.56
TOTAL 70 100
From the Table no.5.13 it can be depicts that 14.29 percent (n=10) respondents were feel
overload on existing employees, 44.29 percent (n=31) respondents were difficulty in performing
task on behalf of absentee employee, 12.86 percent (n=9) respondent were delay in job report
while 28.56 percent (n=20) respondent were feel that entire schedule disturbs.
3. WORKING CONDITION
Table: 5.14 Showing Respondents Likeness Regarding Working Environment.
Response Frequency Percentage (%)
Yes 54 77.14
No 16 22.86
TOTAL 70 100
From the Table no.5.14 it can be depicts that 77.14 percent (n=54) respondents were like
working environment while 22.86 percent (n=16) were not like their working environments.
Table: 5.15 Showing Respondents Relations:
A. With their Supervisor
Response Frequency Percentage (%)
Good 63 90
Satisfactory 5 7.14
Poor 2 2.86
TOTAL 70 100
From the Table no.5.15 it can be depicts that 90 percent (n=60) respondents were good
relation, 7.14 percent (n=5) were satisfactory relation while 2.86 percent ( n=2) were poor
relationship with their supervisor.
B. With their Co-worker
Response Frequency Percentage (%)
Good 62 88.57
Satisfactory 8 11.43
Poor --- ---
TOTAL 70 100
From the Table no. 5.15(b) it can be depicts that 88.57 percent (n=62) respondents were
good relation, 11.43 percent (n=8) respondents were satisfactory relationship with their co-
worker.
Table: 5.16 Showing whether Respondents get Good Guidance & Response from their
Supervisor or not.
Response Frequency Percentage (%)
Yes 70 100
No --- ---
TOTAL 70 100
From the Table no.5.16 it can be depicts that majority of the respondents 100 percent
(n=100) were get good guidance & response from their supervisor.
Table: 5.17 Showing whether Respondents feel that their relation with their Colleague &
Supervisor affect their present at the work place or not.
Response Frequency Percentage (%)
Yes 9 12.86
No 61 87.14
TOTAL 70 100
From the Table no.5.17 it can be depicts that 12.86 percent (n=9) respondents were feel
that their relationship with supervisor affecct their present at the work place, while 87.14 percent
(n=61) were not feel that relation with their colleague & supervisor affect their present at the
work place.
Table: 5.18 Showing whether Respondents remain absent effect their Interest in work or
not.
Response Frequency Percentage (%)
Yes 20 28.57
No 50 71.43
TOTAL 70 100
From The Table no.5.18 it can be depicts that 28.57 percent (n=20) respondents were
remain absent that effect their interest in work, while 71.43 percent ( n=50) respondents were not
affect their late/remain absent in their interest in work.
Table: 5.19 Showing which type of Facilities Available for Worker.
Response Frequency Percentage (%)
Sport facility 17 24.29
Medical facility 46 65.71
Any other 7 10
TOTAL 70 100
From the Tableno.5.19 it can be depicts that 24.29 percent (n=17) respondents were sport
facility, 65.71 percent (n=46) respondents were medical facility while 10 percent (n=7)
respondents were any other basis on the facilities available for worker.
Table: 5.20 Showing whether Respondents are Satisfied with the facilities provided to them
or not.
Response Frequency Percentage (%)
Yes 41 58.57
No 29 41.43
TOTAL 70 100
From the Table no.5.20 it can be depicts that 58.57 percent (n=41) respondents were
satisfied while 41.43 percent (n=29) respondents were not satisfied with the facilities provided
by company.
4. TRANSPORT
Table: 5.21 Showing whether Respondents Face any kind of Problem while Reaching the
work place or not.
Response Frequency Percentage (%)
Yes 22 31.43
No 48 68.57
TOTAL 70 100
From the Table no.5.21 it can be depicts that 31.43 percent (n=22) respondents were
faces problems while 68.57 percent (n=48) respondents were no faces any kind of problem while
reaching the work place.
5. HEALTH
Table: -5.22 Showing whether Respondents Attend their work when they are Sick or
Unhealthy.
Response Frequency Percentage (%)
Yes 30 42.86
No 40 57.14
TOTAL 70 100
From the Table no.5.22 It can be depicts that 42.86 percent (n=30) respondents were
attend their work when they are sick or unhealthy, while 57.14 percent (n=40) respondents were
not attend their work when they are sick or unhealthy.
Table: -5.23 Showing whether Respondents suffer any Illness during the last one year or
not.
Response Frequency Percentage (%)
Yes 31 44.29
No 39 55.71
TOTAL 70 100
From the Table no. 5.23 it can be depicts that 44.29 percent (n=31) respondents were
suffer from any illness while 55.71 percent (n=39) respondents were not suffer from any illness
in past one year.
Table: 5.24 Showing whether Respondents attend their work when any of their Family
Members is sick or not.
Response Frequency Percentage (%)
Yes 33 47.14
No 37 52.86
TOTAL 70 100
From the Table no.5.24 it can be depicts that 47.14 percent (n=37) respondents were
attend their work, while 52.86 percent (n=37) respondents were not attend their work when any
of their family members were sick.
Table: -5.25 Showing whether Respondents any Family Member Suffered from any kind of
Major or Minor Illness during the last one year or not.
Response Frequency Percentage (%)
Yes 25 35.71
No 45 64.29
TOTAL 70 100
From the Table no. 5.25 it can be depicts that 35.71 percent (n=25) respondents were
family member suffer from any kind of illness while 64.29 percent (n=45) respondents any
family members were not suffered from any kind of major or minor illness in past one year
Table: -5.26 Showing whether Respondents do any Surgery or Accidental Surgery during
the last one year or not.
Response Frequency Percentage (%)
Yes 8 11.43
No 62 88.57
TOTAL 70 100
From the Table no.5.27 it can be depicts that 11.43 percent (n=8) respondents were done
any surgery or accident while 88.57 percent (n=62) respondents were no had done any surgery or
accidental surgery during the past one year.
6. ACCCIDENT
Table: 5.27 Showing whether Respondents remained absent due to any Accident during the
last one year or not.
Response Frequency Percentage (%)
Yes 11 15.71
No 59 84.29
TOTAL 70 100
From the Table no.5.28 it can be depicts that 15.71 percent (n=11) respondents were
remain absent due to accident, while 84.29 percent (n=59) respondents were not remained absent
due to any accident in the past one year.
Table: 5.28 Showing whether Respondents any family members suffered from any
Accidents & has their caused they remain absent from work or not.
Response Frequency Percentage (%)
Yes 11 15.71
No 59 84.29
TOTAL 70 100
From the Table no.5.28 it can be depicts that 15.71 percent (n=11) respondents were
remain absent due to family members suffered from any accident, while 84.29 percent (n=59)
respondents were not remain absent from work due to any family members suffered from any
accident.
7. SOCIAL FACTOR
Table: 5.29 Showing whether Celebration of any Festival affected Respondents present at
the factory during the last one year or not.
Response Frequency Percentage (%)
Yes 45 64.29
No 25 35.71
TOTAL 70 100
From the Table no.5.29 it can be depicts that 64.29 percent (n=45) respondents were
remain absent from work due to celebration of any festival, while 35.71 percent (n=25)
respondents were no affected celebration of any festival in present at the factory during the last
one year.
Table: 5.30 Showing whether Marriage Ceremony affected the Respondents to present in
the factory during the last one year or not.
Response Frequency Percentage (%)
Yes 46 65.71
No 24 34.29
TOTAL 70 100
From the Table no.5.30 it can be depicts that 65.71 percent (n=46) respondents were
absent at work place because of marriage ceremony, while 34.29 percent (n=24) respondents
were no affected marriage ceremony during the past one year to present in the factory.
Table: 5.31 In the past one year was there Occasion or Instance where in your remain
absent due to Guest.
Response Frequency Percentage (%)
Yes 39 55.71
No 31 44.29
TOTAL 70 100
From the Table no.5.31 it can be depicts that 55.71 percent (n=39) respondents were
absent due to guest, while 44.29 percent (n=31) respondents were not remain absent because of
occasion or instance where due to guest in the past one year.
8. ECONOMIC FACTOR
Table: 5.32 Showing Respondents what to do in case of Financial Crisis.
Response Frequency Percentage (%)
Take loan from money
lenders 46 65.71
Borrow money from
other
24
34.29
TOTAL 70 100
From the Table no.5.32 it can be depicts that 65.71 percent (n=70) respondents were take
loan from money lenders, while 34.29 percent (n=32) respondent were borrow money from
other. in case of financial crisis.
Table: 5.33 Showing whether Respondents have any part time Job or Business or
Agriculture or not.
Response Frequency Percentage (%)
Yes 26 37.14
No 44 62.86
TOTAL 70 100
From the Table no.5.33 it can be depict that 37.14 percent (n=26) respondents had any
part time business or agriculture land while 62.86 percent (n=44) respondents had no any part
time job or business or agriculture.
Table: 5.34 Showing whether Respondents Family have own any Piece of Land? Or
involved in any kind of Seasonal Job or not.
Response Frequency Percentage (%)
Yes 27 38.57
No 43 61.43
Total 70 100
From the Table no.5.34 it can be depicts that 38.57 percent (n=27) respondents were
family had own land or involved in any kind of seasonal job, while 61.43 percent (n=43)
respondent family were not involved in any kind of seasonal job.
9. OTHER FACTOR
Table: 5.35 Showing whether Respondents take visit their Native Place during Festivaldays
or Holidays or not.
Response Frequency Percentage (%)
Yes 38 54.29
No 32 45.71
TOTAL 70 100
From the Table no.5.35 it can be depicts that 54.3 percent (n=38) respondents were taken
visit of their native place during festival days or holidays, while 45.7 percent (n=32) respondents
were not taken visit their native place during festival days or holidays.
Table: 5.36 Showing whether Respondents Drink Alcohol or not.
Response Frequency Percentage (%)
Yes 33 47.14
No 37 52.86
TOTAL 70 100
From the Table no.5.36 it can be depicts that 47.14 percent (n=33) respondents were
drink alcohol, while 52.86 percent (n=37) respondents were no habit of drink alcohol.
Table: 5.37 Showing whether Respondents Feel Burden of work or not.
Response Frequency Percentage (%)
Yes 13 18.57
No 57 81.43
TOTAL 70 100
From the Table no.5.37 it can be depicts that 18.57 percent S (n=13) respondents were
feel burden of work, while 81.43 percent (n=57) respondents were feel not burden of work.
Table: 5.38 Showing whether Respondents have Sufficient Knowledge of their Work or
not.
Response Frequency Percentage (%)
Yes 63 90
No 7 10
TOTAL 70 100
From the Table no.5.38 it can be depicts that 90 percent (n=63) respondents had
sufficient knowledge of their work, while 10 percent (n=7) respondents had no sufficient
knowledge of their work.
Table: 5.39 Showing Respondents Reason of Absence.
Response Frequency Percentage (%)
Poor working condition 4 5.71
Inadequate leave facility 24 34.29
Benefits which continue
and income during
period of illness or
accident 26 37.14
Absence of adequate
welfare facility 2 2.86
No comments 14 20
TOTAL 70 100
From the Table no.5.39 it can be depicts that respondent remain absent because of some
reasons like 5.71 percent (n=4) respondents were poor working condition, 34.29 percent (n=24)
respondents were inadequate leave facility, 37.14 percent (n=26) respondents were benefits
which continue and income during period of illness or accident, 2.86 percent (n=2) respondents
were absence of adequate welfare facility and 20 percent (n=14) respondents were no comments
on the basis of the reason of absence.
Table:-5.40 Showing whether Respondents Absenteeism due to Stress or not.
Response Frequency Percentage (%)
Yes 26 37.14
No 44 62.86
TOTAL 70 100
From the table no.5.40 it can be depicts that 37.14 percent (n=26) respondents were
remain absent due to stress, while 62.86 percent (n=44) respondents were not remain absent due
to stress.
In which 12.9 percent (n=9) respondents were feel stress due to personal reason, 12.9 percent
(n=9) respondent were family reason while 11.43 percent (n=8) respondent were feel stress due
to work load.
In which the stress related work load, 5.71 percent (n=4) respondents were feel stress due to
overburden while 5.71 percent (n=4) respondents were shift problem.
FINDINGS
On the basis of the chapter 5 data analysis and interpretation finding of the study are
below;
1. PERSONAL INFORMATION.
Most of respondent 41.42% (n=29) were belongs to the age group of 26-35 years.
Majority of respondent 94.28% (n=66) were Hindu.
Majority of respondent 60% (n=42) were married.
Majority of respondent 50% (n=35) were got secondary education.
Majority of respondent 55.71% (n=39) had 1-5 years of experience of work.
Majority of respondent 50% (n=35) were living 0–5 km away from the company.
Majority of respondent 57.14 (n=40) were lived in joint family.
Majority of respondent 58.57% (n=41) have good relation with family member.
2. FACTORS RELATED TO JOB
Majority of the respondent 55.71% (n=39) were highly satisfied with their present job.
Majority of the respondent 64.29% (n=45) were not satisfied with their present income.
Majority of the respondent 78.57% (n=55) were inform their supervisor before taking
leave.
Most of the respondent 44.29% (n=31) were face difficulty in performing task on behalf
of absentee employee.
3. WORKING CONDITION
Majority of the respondent 77.14% (n=54) were like working environment of the
industry.
Majority of the respondent 90% (n=60) were good relationship with their supervisor.
Majority of the respondent 88.57 % (n=62) were good relationship with their co-worker.
Majority of the respondent 100% (n=70) were get good guidance & response from their
supervisor.
Majority of the respondent 87.14% (n=61) were not feel that relation with their colleague
& supervisor affect their present at the work place.
Majority of the respondent 71.43% (n=50) were not feel that their late/remain absent
effect their interest in work.
Majority of the respondent 58.57% (n=41) were satisfied with facilities provided by
company.
4. RANSPORTATION
Majority of the respondent 68.57% (n=48) were no faces any kind of problem while
reaching the work place.
5. HEALTH
Majority of respondents 57.14 % (n=40) were not attend their work when they are sick or
unhealthy.
Majority of respondents 55.71% (n=39) were not suffer from any illness in past one year.
Majority of respondents 52.86% (n=37) were not attend their work when any of their
family members were sick.
Majority of respondents 64.29% (n=45) family members were not suffered from any kind
of major or minor illness in past one year.
Majority of respondents 88.57% (n=62) had not done any surgery or accidental surgery
during the past one year.
6. ACCCIDENT
Majority of respondents 84.29 % (n=59) were not remained absent due to any accident in
the past one year.
Majority of respondents 84.29% (n=59) were not remain absent from work due to any
family members suffered from any accident.
7. SOCIAL FACTOR
Majority of the respondent 64.29% (n=45) were remain absent from work due to
celebration of any festival.
Majority of the respondents 65.71% (n=46) were absent at work place because of
marriage ceremony.
Majority of the respondents 55.71% (n=39) were remain absent due to guest in occasion
or instance.
8. ECONOMIC FACTOR
Majority of the respondents 65.71 % (n=46) were take loan from money lenders in case
of financial crisis.
Majority of respondents 62.86% (n=44) had no any part time job or business or
agriculture.
Majority of respondent 61.43% (n=43) family were not involved in any kind of seasonal
job.
9. OTHER FACTOR
Majority of respondents 54.3% (n=38) were taken visit of their native place during
festival days or holidays.
Majority of respondents 52.86% (n=37) were no habit of drink alcohol.
Majority of respondents 81.43% (n=57) were feel not burden of work.
Majority of respondents 90% (n=63) had sufficient knowledge of their work.
Most of respondents 37.14% (n=26) were remain absent due to benefits which continue
and income during period of illness or accident, while most of the respondent remain
absent due to absence of adequate welfare facility.
Majority of respondents 62.86% (n=44) were not remain absent due to stress. In which
majority of respondent feel personal and family stress.
Most of the respondents 11.43 % (n=8) respondent were feel stress due to work load.
CONCLUSION
Absenteeism is a complex problem and rate of absenteeism is different from industry to industry,
nature of work and person to person. Absenteeism is genuine, it affects optimum utilization of
man power which result in loss of output.
It is learnt from the study that the absenteeism in industry is a sociological as well as behavioral
problem it is a problem to the management which affects the efficiency and production of the
factory. Here the quantity and quality of the product both are affected and at the same time it
create difficulties in administration. Similarly it can also be viewed as a problem to the
organization or it brings misfortunate to them.
The employer suffer due to high percentage rate of absenteeism or because of frequency and
severity rate of absence. Absenteeism affects turnover, cost of production and profitability.
On the basis of the studies as discussed, the following finding are there which indicates the some
causes of absenteeism and about view of employee about their work and work place:
A. Personal characteristics of the Employees.
The personal characteristic of employee indicates that most of the respondent were age
group between 26 to 35 years, majority were Hindu, and majority of respondent having
good relationship with family and lived in joint family.
B. His Ability or Inability to Attend the work.
It conclude that majority of respondent were remain absent due to sickness or family
responsibility, social responsibility like marriage, cerenonies, festivals, guest etc…
C. Pressure to attend the Work
In the basis of the study it can be conclude that the majority of employer were satisfied
with their present job, income, and liking, but most of the respondent feel stree due to
work load.
D. Job Related Factors
On the basis of study it shows that majority of respondent like Physical working
conditions, majority of permanent, and get good guidance & support from Supervision.
There were also four different unit in company compound, but there were well manage
the space and developed working environment, working hours also as per factory act, so
that majority of respondent satisfied with work and industry.
During the data collection, researcher has observed that the working condition of NIF GROUP
OF INDUSTRY was good. On the basis of study and analysis and also according to the
respondents Researcher find that the main causes of absenteeism were health problem, Sickness
of family member, Visiting native place, Marriage ceremony of relatives and friends, also due to
guest in any occasion or festival.
To keep the absenteeism rate low, company has applied some rules and regulation in case of long
period absenteeism of a worker.
SUGGESTIONS
An empirical study and analysis of the problem of absenteeism in “N.I.F. GROUP
OF COMPANY” its impact on workers, and ultimately on production. On the basis of
conclusion drawn, the researcher offer following suggestion for immediate consideration
by policy makers and plant authorities.
The term absenteeism denotes absence of a worker from work when he is scheduled to
work. At present the parameter adopted by the institution collecting and compelling data
on absenteeism, the term absenteeism was not properly interpreted. Absence on account
of authorised leave with pay has been included in the total absence while in real sense it
is not a case of absence. The employer grant to the worker leaves with pay either a casual
leave or privilege leave and thus it should not be treated as an absence.
Casual leave and privilege leave with pay have become a matter of right the workers and
every one avails it. It should, therefore, be excluded from the content and components of
total man-days lost due to absence. So that position of true absenteeism can be discerned.
Self-sickness is one of the principal causes of absenteeism. The employer should search
out the factor of work environment and health-hazard for such sickness. After diagnosing
the causes of sickness, the employer should offer proper treatment and create conducive
work-environment. The employer should arrangement that worker sickness could be
controlled.
In this company there are causes of chronic absentees in unskilled cadre of workers. It
may be because of worker bad habits. Alcoholism are prime habits among workers. The
employer should be try to uproot these bad habits through counseling. The employer
should give notice to these chronic absentees for their removal from service if they
remain absent frequently in future. The manager personnel should visit the house of the
chronic absentee and make him and his family aware about the after effect of his
termination. In this way the employer would be successful in controlling the bad habits of
the worker and percentage rate of absenteeism.
Accident may be one of the reasons of absenteeism. The Factories act, 1948 provides that
the employer shall ensure health and safety of the workers. These provisions are
preventive statutory measures to avoid accident.
There are some personality factors responsible for absenteeism. The individuality,
psychology and emotion of the individual worker play a major role for his present and
absent at work. The behaviour of the supervisor, the attitude of the co-worker and
importance of his work given by the employer should be such that the worker should
involve in the production activity as a responsible partner. It would reduce absenteeism
rate.
The employer should investigate the liking and disliking of workers about their
placement. In case of disliking the worker should be placed on the job of liking.
The maintenance of the data and information on absenteeism by all the industries is
defective. It does not indicate the frequency and severity rate of absenteeism.
It is a fundamental principle that man is always on war with himself. He is heavily toned
between his instincts, impulses and rationality. He swings between right and wrong. The
management personnel should not only be worried about organizational activities of the
industry but he should be worried about the worker as a total man. Managerial strategy
should be so sound to consider worth and worries of the workers.
There should be sound policy of communication between management and worker to
eliminates misconception, friction and misgivings. Therefore, through participation in
day-to-day management of the industry workers could be psychological and emotionally
satisfied.
Absenteeism affects the financial position of the worker in case he remain absent without
pay. Absenteeism due to bad habits lowered down his social status and goodwill in the
society. His social and psychological inhibition ruins the whole family. There may be
fighting between spouses, unnecessary beating of children, school drop-outs of the
children, instance of joining job by the children of tender age, indebtedness and economic
bondage. Therefore, the first and foremost task of the supervisors and trade union leaders
should be to educate the workers about pros and cons of his unauthorized absence. The
literacy campaign of worker’s education and job training should be launched for the
betterment of workers.
In the case of chronic absentees due to their bad habits, a scheme of worker’s adoption
should be implemented. Such chronic absentees should be handed over to social-work
organizations financially supported by the employer for their rehabilitation. The effective
and vigorous efforts of socio-economic crisis.
The factory act, 1948 should be suitably amended to incorporate effective provisions for
ensuring health, safety and welfare of workers. The provision relating to canteen should
be liberalised.
At this juncture in the history of Nation’s industrial and economic growth. The
optimum utilization of manpower in these fields is not only indispensable but crucial for
the improving the overall work culture, the malaise of absenteeism has to be checked and
eradicated to boost industrial production and economic growth. On the basis of empirical
study in N.I.F. group of company and analysis of other studies on absenteeism, the
research has offered above suggestion with a hope that if they are materialized and
implemented, the percentage rate of absenteeism would be considerably reduced.
PLAN OF ACTION
After study of ansenteism – in the chapter plan of action researcher formating some plan or
programme for the reduce the rate of absenteeism.
Awareness programme
ANNEXURE- INTERVIEW SCHEDULE
Department Of Social Work
Sardar Patel University
Vallabh Vidhyanagar, Anand.
“FACTOR AFFECTING ABSENTEEISM”
Research Guide Researcher
Ms. Shivani Mishra Ms. Jashmina Chaudhari
NOTE: - This information will be kept confidential and research purpose only.
BACKGROUND INSFORMATION
1.2 Age:
1.3 Religion :
1.4 Status : ( A ) Married ( B ) Unmarried
1.5 Education:
(A) Primary (B) Secondary (C) Higher Secondary
Technical:
(A) I.T.I (B) Any other
1.6 Length of service:
(A) 1-5 years (B) 5-10 years
(C) 10 -15 years (D) above 15 years
1.7 Nature of service:
(A) Permanent(B) Temporary
1.8 Place of Residence:
(A) 0-5km (B) 5-10km (C) more than 10
1.9 Type of family:
(A) Nuclear (B) Joint (C) Single
1.10How are your relation with your family member:
(A) Good (B) Satisfactory (C) Not Good
(Tick mark in appropriate option)
NO. STATEMENT
ANSWERS
FACTOR RELATED TO JOB
2
1. Highly satisfied
2. Satisfied
3. Not satisfied
2.1 Are you satisfied with your present job. 1 2 3
1.Yes
2. No
2.2 Are you satisfied with your present income. 1 2
2.3 Do you inform your superior before taking leave. 1 2
1. Overload on existing employees.
2. Difficulty in performing task on behalf of absentee
employee.
3. Delay in job report
4. Entire schedule disturbs.
2.4 What kind of problem arise when someone is absent in your 1 2 3 4
department.
3 WORKING CONDITION
1.Yes
2. No
3.1 Do you like working environment. 1 2
1.Good
2.Satisfactory
3.Poor
3.2 How are your relations:
A. With your supervisor. B. With your co-worker.
1 2 3
1.Yes
2.No
3.3 Do you get good guidance & response from your supervisor. 1 2
3.4 Do you feel that your relation with your colleague &
supervisor affect your present at the work place.
1 2
3.5 How? Come late / remain absent effect your interest in work. 1 2
(Tick mark in appropriate option)
NO. STATEMENT ANSWERS
1.Canteen
2. Rest room
3. Sport facilities
4.Medical facilities
5. Any other
3.6 What are the facilities available for worker. 1 2 3 4 5
1.Yes
2.No
3.7 Are you satisfied with the facilities that provided. 1 2
4 TRANSPORT
1.Yes
2.No
4.1 Do you face any kind of problem while reaching the
work place.
1 2
5 HEALTH
1.Yes
2.No
5.1 Do you attend your work when you are sick or
unhealthy?
1 2
5.2 In the past one year have you suffered from any illness. 1 2
5.3 Do you attend your work when any of your family 1 2
members is sick.
5.4 In the past one year any family member suffered from
any kind of major or minor illness.
1 2
5.5 You have any surgery or accidental surgery during the
past one year.
1 2
(Tick mark in appropriate option)
6 ACCIDENT ANSWER
1.Yes
2.No
6.1 In the past one year have you remained absent due to any
accident.
1 2
6.2 Has any family members suffered from any accidents & has
their caused you to remain absent from work.
1 2
7 SOCIAL FACTOR
1.Yes
2.No
7.1 Has celebration of any festival affected your present at the
factory during the last one year.
1 2
7.2 During the past one year have marriage ceremony affected
your present in the factory.
1 2
7.3 In the past one year was there occasion or instance where in
you remain absent due to guests.
1 2
8 ECONOMIC FACTOR
1.Take loan from money lenders
2. Borrow money from other
8.1 In case of financial crises what do you do. 1 2
1.Yes
2.No
8.2 Do you have any part time job or business or agriculture. 1 2
8.3 Does your family have own any piece of land? Or involved in
any kind of seasonal job.
1 2
9 OTHER FACTOR
1.Yes
2.No
9.1 Do you take visit your native place during festival days or
holidays.
1 2
9.2 Do you drink alcohol. 1 2
(Tick mark in appropriate option)
9.3 Do you feel burden of work. 1 2
9.4 Do you have sufficient knowledge of your work. 1 2
1. Poor working condition
2. Inadequate leave facility
3. Benefits which continue and income during period of
illness or Accident
4.Absence of adequate welfare facilities
9.5 What was the reason of absence. 1 2 3 4
1.Yes
2.No
9.6 Is your absenteeism due to stress. 1 2
1. Personal reason
2. Family reason
3. Work related
A. If yes, whether it is related to: 1 2 3
1.Lack of safety measures
2. Overburden
3. Shift problems
B. If work related, then due to: 1 2 3
BIBLIOGRAPHY